Activity Hand Book 2007

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

ry
/ Co-
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

ry
/ Co-
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
supply suppliers for required resource required
finance
Deputy Chief
Arrange and allocate scare Resource Equal to Fulfillment of Annually/as
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
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
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
& 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
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
Fixing monthly and yearly Calendars for Statements Awareness at required
finance
Reporting reporting dates of revenue reporting
Deputy Chief
Decision support to Annually/as
next year budget and required
finance
Analysis of revenue Revenue statement revenue management
Clarification of
Deputy Chief
Appointing audit observation and Annually/as
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
inventories and required
finance
Appointing board of survey Board guidance
Deputy Chief
Annually/as
required
Review of progress Meeting Review &Correction finance
Forecasting next year Deputy Chief
requirement with Annually/as
Developing Draft Estimate Preparation Purpose and at Priority finance required
Programme Budgeting for Financial statement Draft Estimate basis
Deputy Chief
Annually/as
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
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
next year budget and required
finance
Analysis of revenue Appropriation A/Cs revenue management
Deputy Chief
Stores Introducing fixed assets Understanding of Annually/as
Management & Management/monitoring important of required
finance
Board of survey chart Chart & Guidelines management
Verification and final Deputy Chief

action about Annually/as
inventories and required
finance
Deputy Chief
Annually/as
required
Review of progress Meeting Review &Correction finance
Provincial Planning Secretariat

ry
/ Co-
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

ry
/ Co-
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
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
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 /
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
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
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
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 &
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
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
inventories and agencies
other senior staffs
D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
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
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
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
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
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
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
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
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
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
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
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
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
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
inventories and agencies
other senior staffs
D CS(F),D.B.,
Chief secretary
D.R, Annually/as
& other
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
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
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
Accounting & Reporting A/Cs for revenues from support for revenue agencies
other senior staffs
relevant stakeholders NPC management
Ministry of Agriculture

ry
/ Co-
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
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
Preparation of Ministry understanding about
Head of the Budget Book M/Agriculture, Annually
Budget the expenditure
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)

Minimize cost overrun Head of the Updated progress report M/Agriculture, Monthly
of funds ensured
Ensure proper use of funds Head of the Financial Statements M/Agriculture, Quarterly
of funds ensured

Review of Recurrent and Financial performance
Head of the Expenditure Report M/Agriculture, Monthly
Capital Expenditure monitored
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
(Monitor Maintain Financial
Head of the Audit Reports Efficient use of funds M/Agriculture Regularly
Implementation discipline
p
Departments DCS (Audit)
Progress)
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

ry
/ Co-
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

ry
/ Co-
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
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
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
Senior - Annually
Management
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
Management equipment / vehicles /
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)
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
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
(Irrigation) with Secretary,
Assess / review recurrent Forecast of recurrent understanding about
Senior M/Agriculture, Annually
expenditure needs expenditure Needs the recurrent activities
to be carried out.
Team
Secretary,
Preparation of Department (Irrigation) with understanding about
Senior Budget Book M/Agriculture, Annually
Budget the expenditure
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
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
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
(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
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
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
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
staff Agriculture &
Lands, NP
Motivate Subordinates Provincial Land Motivated Performance assessed Review by the Regularly &
Commissioner secretary Annually
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
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
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
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
Agriculture &
Land, NP
Constitute procurement Provincial Land Procurement board Proper system adopted Review by Annually
board Commissioner established Secretary
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
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
Agriculture &
Land, NP
Ensuring the proper Provincial Land Financial statements Improved Performance Review by Half yearly
utilization of funds Commissioner prepared and achievements Secretary
Agriculture &
Land, NP
Establish an Internal Audit Provincial Land Financial discipline Corruption minimized Review by Regularly
System Commissioner maintained Secretary
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
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
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
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
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

ry
/ Co-
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
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
Better pratices in
4. Accounting of Department& Summary &SOE Chief Monthly
accounting
CA Accountan
M/Education
Review by
5. Procurement procedure of Department& Tender boards Chief Regularly
CA Accountan
M/Education
Review by
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
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
5. Openning of schools Best schools Education through Annualy
School Development
M/Education
Review by
6. Clustering schools Resources are shared Better performance Annualy
M/Education
Review by
Schools with lower Use the same
7. Closing schools attendence in urbon area resources for another Annualy
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

ry
/ Co-
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
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
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

ry
/ Co-
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
Create opportunities for SOO, Sports Club Sports societies based Stakeholder secretary of review
sharing of resources Members improvement activities partnerships the ministry. annually.

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

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

ry
/ Co-
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
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.

ry
/ Co-
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
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
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 &
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

ry
/ Co-
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,
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
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
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 sectoral 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

ry
/ Co-
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
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
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

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
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

and Inland Revenue
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

ry
/ Co-
Director
Attained clear
(Buildings) with Review by NP
understanding about
Set vision Senior Vision Statement Secretaries
vision of the
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
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
(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
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
Senior -
Management
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 -
Management equipment / vehicles /
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
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
(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
(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 &
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 &
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
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.

ry
/ Co-
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 Performance assessed service delivery Secretary,
performance M/Rehabilitati
on &
Reconstruction
General Performance Define Departmental Commissioner/ Letters and Meetings Staff aware of what is - As soon as
Manageme expectation from all AO/Acct. to be done possible and
nt individual staff reviewed
annually
ll
Prescribe Milestones Commissioner/ Quarterly assessment Measured - Quarterly

Benchmarks and output AO/Acct. report performance
indicators
Prepare responsibility chart Commissioner/ Availability of Job Clarity of job - Annually

AO/Acct. Description description
Preparation of Activity Commissioner/ Activity chart and duty list Responsibilities fixed - Annually
Chart and Duties Lists of all Senior Staff to all officers on all officers
staff.
Facilitate exchange of Commissioner. Technology and Better Performance MDTD

knowledge knowledge transferred to
Motivate subordinates Commissioner Commendation Create Environment Annually
for better performance
Establish performance Commissioner/ Appraisal System Better performance of Secretary, Annually.
appraisal system Senior Staff staff M/Rehabilitati
on &
Reconstruction
NP
Establish staff supervision Commissioner/ Staff supervision system Better control of staff Continuous
Senior Staff process
Staff Discipline Conduct disciplinary Commissioner Disciplinary inquiry Offenders punished Secretary, As and when
inquires and make orders reports and discipline is M/Rehabilitati required.
maintained on &
Reconstruction
, NP
Coordination Conduct regular staff Commissioner. Meeting Decisions Stakeholders Monthly
meeting contribution to solve
problem and issues
Attend/central Ministry Commissioner. Minutes of meeting Central province
coordination meeting partnership support
from central
Report to appropriate Commissioner/ List of key organization to Support at an
authorities in any District Officers the informed Emergency
emergencies
Information Collect information Commissioner/ Information required for Facilitate Continues
Management establish and maintain MIS Accountant/POs organization activities Development Process
General Information Provide information to Commissioner/ Periodical Report Public aware activities Continues
Manageme Management public Accountant/POs of the Department Process
nt
Capacity Provide updated Commissioner/ Improved skill and Performance MDTD Continues
Building information and exchange Accountant/AO knowledge improvement Process
the knowledge and skill of
employees
Provide facilities to Commissioner/ Improved skill and Availability of staff MDTD/SLIDA Continues
employees in career Accountant/AO knowledge for senior position Process
development
Provide Training in office Commissioner/ Improved skill Performance Chief Continues

automation Accountant/AO improvement Secretary/Secr Process
etary PPA
Provide opportunities for Commissioner Development of skill and Increased performance Chief When ever
foreign professional training knowledge of staff Secretary/Secr Opportunity
etary PPA comes
Financial Budgeting Assess Medium-term Commissioner/ Medium term focast of Medium term Review by Annually
Manageme demand for service Accountant resource need perspective on DCS(Finance)
nt provided by the Department resource requirement
Assess review capital and Commissioner/ Annual forecast of capital clarity in capital and DCS Finance Annually
recurrent expenditure needs Accountant and recurrent expenditure recurrent expenditure
need need
Assess financial need and Commissioner, Annual budget Clarity in expenditure Deputy Chief Annually.
prepare annual Budget Senior staff priorities and purposes Secretary
Accountant (Finance)
Prepare statement of Commissioner/ Annual imprest requisition Clarity in expenditure DCS Finance Annually
Annual imprest requirement Accountant priorities and needs
Prepare monthly imprest Commissioner/ Monthly flash report Receipt of imprest for Deputy Chief Monthly
statement Accountant the months Secretary
finance
Expenditure Establish financial Commissioner/ Established financial Improved financial Deputy Chief Annually
Management management system Accountant management system control Secretary
Finance
Establidh /review financial Commissioner/ Statement of financial Understanding of the DCS finance Annually
management delegation Accountant delegation financial limit
within departemtn
Establish good procurement Commissioner/ Established Procurement Accountability and S/RR Annually
practices Accountant Practice transparency (Finance)
Constitute procurement Commissioner/ Approved Procurement Streamline Review by Annually

committee Accountant committee procurement DCS (Finance)
Financial Expenditure Re issue circular Commissioner/ Re issued circulars Director and AO Secretary As and when
Manageme Management instructions and guidelines Accountant knowledgeable on PPA/DCS(Fin required
nt accounts matters ance)
Maintain up-dated Commissioner/ Votes Ledger & financial Efficient management DCS (Finance) Continuous
information or recurrent and Accountant Statements of funds process
capital expenditure
Ensure proper use of funds Commissioner/ Votes Ledger financial Achievement of Deputy Chief Annually
Accountant statements financial target Secretary
Finance
Appropriation Prepare Annual Accounts Commissioner/ Annual Account statement Annual income and DCS(Finance)
Accounts statement Accountant expenditure accounted
Monitoring and Review capital and Commissioner/ Expenditure Report Financial performance DCS(Finance) Continues
expenditure recurrent expenditure Accountant monitored
review
Process
Review bank reconciliation Commissioner/ Monthly financial Better control over Monthly
advance account activity Accountant statement funds
advance to public officers
and
d ddeposit
it account.
t
Maintain financial Commissioner/ Internal Audit report Efficient use of funds Periodically
discipline Accountant
Update information on Commissioner/ Updated information on Financial discipline is Secretary Annually

general treasury circulars Accountant financial discipline maintained PPA/DCS
inland revenue circulars for (Finance)
implementation.
Developme Service Delivery Reviews provincial Commissioner/ Update guidelines for Coherence is service Chief Annually
nt guidelines on formulation Accountant service delivery delivery Secretary/DCS
Programme implementation and (Planning)
Provincial service Delivery
Review sect oral service Commissioner/ Service delivery Clarity in service Secretary Annually
delivery responsibility Accountant responsibility delivery responsibility Reconstruction
Rehabilitation
Developme Service Delivery Update Guidelines on Commissioner/ Updated guidelines for Efficiency in delivery Secretary Annually
nt formulation of sect oral Accountant Service delivery o service Rehabilitation
Programme service delivery plan Reconstruction
& Service
Prepare medium term Commissioner/ Medium term service Medium term service DCS Annually
service delivery plan Accountant delivery plan delivery is prioritized (Planning)
Prepare Annual Commissioner/ Annual implementation Annual Service DCS (Planning Annually
implementation plan Accountant plan delivery Prioritized
Review delegation of Commissioner/ Statement of delegation of Responsibility on Annually

functions Accountant functions officers in fixed
Development Mobilize resource support Commissioner/ Allocation of funds by Funds for investment DCS (Planning Annually
coordination for financing medium-term Accountant Provincial treasury
Obtain service Follow up procurement Commissioner/ Procurement committee Streamlined DCS (Planning Annually
for Development procedure Accountant decision
Monitoring obtaining Progress report Commissioner/ Rights & meeting & Timely completion DCS (Planning Monthly &
Progress and conduct review Accountant minutes Quarterly
meetings
Progress Review Review implementation Commissioner/ Progress and status report Service delivery is DCS (Planning Quarterly
status and update service Accountant improved updated
delivery improvement plan
Legal Services Register Children home & Commissioner/ Registered homes Streamlined Service DSS/POs Continuous
Day Care Centers AO organizations Process
Service to Assisting Children Homes Commissioner/Pro Annual payments to Orphan children are DSS Annually
Children bation Officer orphanage homes assisted
Support to maintain Commissioner/Pro Financial Assistance for Inmates are provided DSS Annually
children home building bation Officer building maintenance & with better
Furniture accommodation
facilities
Assistance to Day Care Commissioner Financial assistance Children under 5 year DSS Monthly
centers POs are benefited
Payment of fit persons Commissioner/A Financial Assistance to Underprivileged DSS/POs Continuous

allowance & multiples O/Acct. needy Children are assisted process
allowance
Rehabilitation of Maintenance of Certified Commissioner A School for under aged Minors committed DSS/ Continuous
young offenders school Principal/PO offender conference are Probation process
rehabilitated Officer district
Judge/Magistr
ate
Developme Rehabilitation of Maintenance of state Commissioner/Ma A place for unclaimed Unclaimed children Probation Continuous
nt orphan children receiving home tron/Staff children below 5 years are maintained till officer District process
Programme foster parents are Judge
& Service found or admitted to /Magistrate
homes
Project child Prosecute people valuating Commissioner/Pro Cases at District Children are protected District As and when
rights & child rights bation officer Magistrate courts from refusal of their Judges/Magistr necessarily
rights ates occur
Department of Social Services, NPC.

ry
/ Co-
1. General Provide Set Vision Director (Social Vision Statement Awareness of Review by NP As early as
Manageme Leadership Welfare) Senior Departmental system Secretaries possible
nt Staff orientation Committee
Assess Organizational Director (Social Value statement of the Awareness of system Review by NP As soon as
Environment and Define Welfare) Senior Department orientation Secretaries possible and
values of the Department Staff Committee Review
Annually
Apply NPC Culture and Director (Social NPC value frame work for Definition of Review by As soon as
identity programme strategy Welfare) Senior programme programme orientation Secretary, possible and
operation Staff M/Rehabilitati Review
on & Annually
Reconstruction
, NP
Define Mission and Goals Director (Social Mission and Goals Awareness among Annually
Welfare) Senior statement stakeholders what will
Staff the department do
Formulation of Strategies Director (Social Strategy statement Priority action Annually
Welfare) Senior identified for the
Staff department and
Region
Identity key success factors Director (Social Performance indicator Good Performance Review by the As early as
and indicators Welfare) Senior statement agreed Secretary/RR possible
Staff Annual
Review
Give feedback to staff Director (Social Quarterly Review Reviewed Review by Continuous
Welfare) Senior Meetings performance and Secretary, Process
Staff identified future M/Rehabilitati
action on &
Reconstruction
Establish Learning Director (Social Statement of Departmental Better performance Continuous
Environment Welfare) Senior Activities Process
Staff
General Provide Develop Team sprit Director (Social Working collectively Better Co- operation Review by Continuous
Manageme Leadership Welfare) with Assured Secretary/ Process
nt Asst. Director, Rehabilitation
AO Reconstruction
Motivate and Create opportunity for Director (Social Best practices on Group Collective action to Review by Annually
inspire collective action Welfare) with action adopted achieve better results Secretary/
Asst. Director, adapted Rehabilitation
AO Reconstruction
Facilitate collective action Director (Social Best Practices on Group All parties understand Review by Annually
Welfare) with AO action the responsibilities Secretary/Reha
bilitation &
Reconstruction
NP
Mobilize support Identify the Stakeholders Director Stakeholders are identified Stakeholders support Review by Annually
Senior staff is assured Secretary,
M/Rehabilitati
on &
Reconstruction
Formulate Stakeholders and Director (Social Collective Programme Stakeholders/partner Review by Monthly &
Partners working Welfare) support is assured Secretary, yearly
arrangements M/Rehabilitati
on &
Reconstruction
, NP
Institutional Review Department Director , Acct & Updated organization and Clarity of - Continues
Development function and organizational ssos structure Departmental function Process
structure
Review delegation of Director Power and functions are Responsibility fixed - Annually
functions delegated on officers
Re- issue of circulars Director/AO/Acct. Updated Department Staff aware of the - Continues
circulars activities and Process
procedures
Adopt/Review Department Director/AO/Acct. Rules of the Organization Streamline - Continues

rules organizational Process
activities
Formulation Succession Director/AO/Acct. succession plan statement Improved performance - Annually

plan
Assess Cadre requirement Director (Social Statement of staff Requirement is Review by As soon as
of Department Welfare) requirement identified Secretary, possible and
on & annually
Reconstruction
, NP
General Institutional Filling Cadre Vacancies Director (Social Application to fill Vacancies are Review by Continues
Manageme Development Welfare /AO vacancies informed for action to Secretary, Process
nt fill M/Rehabilitati
on &
Reconstruction
,
NP/PPA/PPSC
Prepare Application for Director (Social FR 71 Applications Ready to obtain Review by As and when
approval of cadre Welfare /AO prepared approval to create Secretary, required
cadre M/Rehabilitati
on &
Reconstruction
, NP
Review status of office Director (Social Board of Survey reports Facilitate action for Review by Annually
equipment /vehicles/ Welfare)/Acct. disposal /write Secretary,
Machineries /Faxed and off/repair M/Rehabilitati
movable assets /procurement on &
Reconstruction
, NP
Performance Define service Delivery Director (Social Service Delivery Accountability in Review by
performance standards Welfare) and Performance a ssessed service delivery Secretary,
Administrative performance M/Rehabilitati
Officer on &
Reconstruction
, NP
Define Departmental Director , AO Letters and Meetings Staff aware of what is - As soon as
expectation from all Accountant to be done possible and
individual staff reviewed
annually
Prescribe Milestones Director & Quarterly assessment Measured - Quarterly

Benchmarks and output Accountant report performance
indicators
Prepare responsibility chart Director & Availability of Job Clarity of job - Annually
Accountant Description description
Preparation of Activity Director (Social Activity chart and duty list Responsibilities fixed - Annually
Chart and Duties Lists of all Welfare) & to all officers on all officers
staff. Accountant
.Facilitate exchange of Director (Social Technology and Better Performance MDTD

knowledge Welfare) & AO knowledge transferred to
Accountant the Organization
Motivate subordinates Director Commendation Create Environment - Annually
for better performance
Generall
G Performance
f Establish
bli h performance
f Director
i (S
(Social
i l Appraisal
A i lS System Secretary,
S A
Annually.
ll
Manageme appraisal system Welfare) M/Rehabilitati
nt on &
Reconstruction
, NP
Establish staff supervision Director (Social Staff supervision system Continuous
Welfare process
Staff Discipline Conduct disciplinary Director (Social Disciplinary inquiry Secretary, As and when
inquires and make orders Welfare District reports M/Rehabilitati required
Social Service on &
Officer Reconstruction
, NP
Coordination Conduct regular staff Director (Social Meeting Decisions - Monthly.
meeting Welfare/AO
Attend/central Ministry Director Minutes of meeting -
coordination meeting
Report to appropriate Director /Social List of key organization to -
authorities in any Service Officer be informed
emergencies
General Information Collect information Director , Acct & Information required for Chief Continues
Manageme Management establish and maintain MIS ssos organization activities Secretary/S/R Process
nt R
Provide information to Director , Acct & Periodical Report - Continues

public ssos Process
Capacity Provide updated Director/AO/Acct. Improved skill and MDTD Continuous

Building information and exchange knowledge Progress
the knowledge and skill of
employees
l
Provide facilities to Director/AO/Acct. Improved skill and MDTD/SLIDA Continuous
employees in career knowledge Process
development
Provide Training in office Director/AO/Acct. Improved skill Chief Continuous
automation Secretary/Secr Progress
etary PPA
Provide opportunities for Director/AO/Acct. Development of skill and Chief When ever
foreign professional training knowledge Secretary/Secr Opportunity
etary PPA Comes
Financial Budgeting Assess Medium-term Director/AO/Acct. Medium term focast of Review by Annually
Manageme demand for service resource need DCS(Finance)
nt provided by the Department
Assess review capital and Director/AO/Acct. Annual forecast of capital DCS Finance Annually
recurrent expenditure needs and recurrent expenditure
need
Assess Financial need and Director, Annual Budget Deputy Chief Annually.
prepare annual Budget Accountant Secretary
(Finance)
Financial Budgeting Prepare statement of Annual Imp rest Statement DCS Finance Annually
Manageme Annual imp rest
nt requirement
Prepare monthly imp rest Monthly Flash report Deputy Chief Monthly
statement Secretary
finance
Expenditure Establish financial Established financial Deputy Chief Annually

Management management system management system Secretary
Finance
Establish /review financial Statement of financial DCS finance Annually
management delegation delegation
within department
Establish good procurement Established Procurement Review by Annually
practices Practice DCS (Finance)
Constitute procurement Approved Procurement DCS Annually

committee committee (Finance)S/RR
Re issue circular Re-issued circulars Secretary A and When

instructions and guidelines PPA/DCS(Fin required
ance)
Maintain up-dated Votes ledger & financial DCS (Finance) Continuous
information or recurrent and statements Progress
capital expenditure
Expenditure Ensure proper use of funds Votes Ledger financial Deputy Chief Annually
Management statements Secretary
Finance
Appropriation Prepare Annual Accounts Annual A/C. Statement DCS (Finance) Annually
Accounts statement
Financial Monitoring and Review capital and Expenditure report DCS (Finance) Continues
Manageme expenditure recurrent expenditure Process
nt
Developme Monitoring and

nt expenditure
Programme
& Service
Review bank reconciliation Monthly financial Monthly

advance account activity statement
advance to public officers
and deposit account.
Maintain financial Director/AO/Acct. Internal Audit report Periodically
discipline
Update information on Director/AO/Acct. Updated information on Secretary Continues
general treasury circulars financial discipline PPA/DCS
inland revenue circulars for (Finance)
implementation.
Service Delivery Reviews provincial Director/AO/Acct. Update guidelines for Chief Annually
guidelines on formulation service delivery Secretary/DCS
implementation and (Planning)
coordination of plans for
Provincial service Delivery
Review sectoral service Director/AO/Acct. Service delivery Secretary Annually
delivery responsibility Responsibility Rehabilitation
Reconstruction
Update Guidelines on Director/AO Updated guideline for Secretary Annually

formulation of sect oral service delivery Rehabilitation
service delivery plan Reconstruction
Prepare medium term Director/AO Medium term service DCS Annually

service delivery plan delivery plan (Planning)
Developme Prepare Annual Director/AO Annual implementation DCS Annually
nt implementation plan plan (Planning)
Programme Review delegation of Director/AO Statement of delegation of Annually
& Service functions functions
Development Mobilize resource support Director/AO Allocation of funds by DCS (Finance) Annually
coordination for financing medium-term Provincial treasury
Obtain service Follow up procurement Director/AO/Acct Procurement committee S/RR &R As and when
for Development procedure decision required
Monitoring obtaining Progress report Director/AO Reports & Meeting DCS Months &
Progress and conduct review minutes (Planning) Quarterly
meetings
Developme Progress Review Review implementation Director/AO Progress and status report DCS Quarterly
nt status and update service (Planning)
Programme
P d li
delivery iimprovement plan
l
& Service
Legal Services Register Elders home & Director/AO Registered homes & DSS/SSOs As and when
Volunteer Organizations Volunteers organization required
Assist to poor Payment of Public Director /Acct. Payments to Beneficiaries DSS/SSOs Continues
Assistance monthly Process
Allowance
Assisting people suffering Director Monthly payments DSS/SSOs Continues
from contagious disease /Acct/SSOs Process
Providing casual relief Director /AO/Acct Relief payments to people DSS/SSOs Continues
affected by natural disaster Process
Assist to poor Providing lively hood Director /AO/Acct Payments for micro DSS/SSOs Continues
enterprises Process
Developme assistance to PAMA
nt recipients
Programme Assist to Assisting the homes for Director Monthly payments to DSS/SSOs Continues
& Service Disabled Disabled /Acct/SSOs disable Process
Providing support Director /Acct Supply of equipments DSS/SSOs Continues
equipment to the disabled Process
Assist to the Assisting the homes for Director Monthly payments to DSS/SSOs Continues
Elders Elders /Acct/SSOs elders Homes Process
Maintains of the state Director Meals. Accommodation & DS/SSO Continues
elders home at kaithady /Superintendent Health care to elders Process
staff of Home
Issue of Elders identity Director/AO Elders Identity cards DSS/SSOs Continues
cards Process
Ministry of Provincial Public Administration

ry
/ Co-
1. General Give Leadership Assess Organizational Secretary with Organizational Vision and Shared Orientation Review by As soon as
Manageme (Includes Vision Environment and define Senior Values Statement NPC possible and
nt & Values; organizational values Management Secretaries Review
Mi i &
Mission T
Team C
Committee
itt annually
ll
Goals;
Motivation;
Resources &
Support)
Define Mission and Goals Secretary with Mission and Goal Agreement on Role Review by As soon as
of the Organization Senior statement (what stakeholders NPC possible and
Management expect) and Secretaries Review
Team Performance (What Committee annually
the Ministry will
deliver)
Formulation of strategy Secretary with Strategy Statement Priority Actions Review by As soon as
Senior identified for the NPC possible and
Management Ministry Core Secretaries review
Team Functions and/ or Committee annually
Units
Define key success factors secretary with Organizational Standards of Good Review by As soon as
and indicators Senior Performance Indicators Performance agreed NPC possible and
Management Statement Secretaries review
Team Committee annually
Establish Learning Secretary with Statement of Support to Responsibility for Review by As soon as
Environment Senior the Staff Team performance accepted NPC possible and
Management by the Team Secretaries review
Team Committee annually
Give Feedback to staff Secretary with Minutes of Quarterly What needs to be done Review by Quarterly
Senior Manager Review meetings further identified NPC
for HRM Secretaries
Committee
Conduct Ministry Review Secretary, PPS Minutes of Review Effective oversight of Review by Monthly
Meetings Meetings the Ministry Role and NPC
Responsibilities Secretaries
Committee
Mobilize Identify Stakeholders and Secretary with Periodic meetings with Understand - As and when
Support create awareness Senior Stakeholders and partners Stakeholder/ Partner required but
(Includes Management expectations al least twice
N ti l
National T
Team a year
Linkage; Partner
Formulate Stakeholder Secretary with Partnerships with Stakeholders support - Annually
partnership arrangements Senior stakeholders for Ministry activities
Management
Team
Review Donor Support Secretary with Donor project support Donor support Deputy Chief Annually
Activities relevant Heads of programme strategized Secretary
Departments (Planning)
Attend National level Secretary Back to Office Reports Represent NPC - As and When
Meetings concerns at the required.
national level
Manage Preparing Ministry Secretary with Ministry Responsibility Ministry staff aware Review by Annually
Performance Responsibility Chart and Senior Chart and Duty Lists of of what is expected MDTD
(Define Duty Lists management Officers
Responsibility; Team
Establish
Processes; Set
Procedures;
Standards of
Conduct;
Oversee Special
Institutions)
Define Ministry and Staff Secretary with Quarterly Review Ministry staff aware Deputy Chief Annually
Expectations. Ministry Planning Meetings of what is to be Secretary
Team delivered (Planning)
Prescribe Milestones, Secretary with Quarterly Assessment Ministry aware of Deputy Chief Quarterly
Benchmarks and Output Ministry Planning Reports what is to be done Secretary
Indicators for Subjects Team (Planning)
under the Purview of the
Ministry
Review Performance of Secretary with Ministry Performance Oversight of Ministry - Quarterly
Ministry Subjects Senior Reports Delivery Performance
Management
Team
Issue Circular Instructions Secretary with the Subject specific guidelines Better quality - As and when
and Guidelines on Ministry Senior achievement necessity
Subjects management arises
Team
Introduce Code of Conduct Secretary Code of conduct Best Practices in staff MDTD At every
for Staff conduct occasion
Review National Policies Secretary Policy specific guidelines Congruence with NPC Planning As and when
for adoption national programmes Committee necessity
arises
Coordination Establish/Participate in Secretary with Reports on proceedings of Better relationships Regularly

(Includes Provincial Coordination designated Meetings reduction of gaps and
Liaising with the Arrangements Officers avoid duplication
Public; Image
Building;
Implement
Devolution;
Mediate
Conflicts;
Handle
Grievances)
Represent the Ministry at Secretary with Reports on proceedings of Benefit from the As and when
National and Inter- designated officer Meetings sharing of experiences required
provincial Meetings
Establish/Conduct regular Secretary with Reports on Staff problems Closer staff relations Quarterly
Staff Meetings Senior and needs and better rapport and
Management understanding
Team
Establish Public Relations Secretary with Ministry public relations Public support and - On time and
Programes designated officer plan cooperation reviewed
annually
Establish Procedures for Secretary with Reports on public Public support and - One time and
Receiving and Investigating designated Officer complaints and actions cooperation reviewed
into Public Complaints taken annually
Establish Procedures for Secretary with Reports on Trade Union Positive working - One time and
Dialogue with Trade designated officer representations and actions relations reviewed
Unions and Associations taken annually
Manage Identify Information Needs Secretary with Periodic Reports on Facilitate review of - Quarterly
Information and Establish/ Maintain Senior Inputs and Outputs Performance
(Includes MIS Management relevant for performance
Provide Team
Information;
Provide Access
to Information)
Provide information to Secretary with Periodic Reports to Partners/Stakeholders Quarterly
Partners/Stakeholders designated officer Partners/Stakeholders aware of Ministry
activities
Provide information to Secretary with Periodic Reports to Beneficiary/Clients - Bi-annually

Beneficiary/Client designated officer Partners/Stakeholders aware of Ministry
service delivery
activities
Establish and maintain Secretary with Reports on the status of Improved deployment - As and when
Human Resource Data-base designated HR of HR required,
officers updated
regularly
Institutional Review Functions and Secretary and Updated Ministry Clarity of Ministry Review by As soon as
Development Organization Structure Senior Functions and Structure functions MDTD possible and
(Includes Management Reviewed
Delineate Team annually
Organizational
Action System;
Delineate HRM
System)
Adopt Rules of Procedure Secretary and Ministry Rules Streamline the Review by As soon as
Senior conduct of MDTD possible and
Management Ministry/Department Reviewed
Team activities annually
Review of Staff and Cadres Secretary with Staffing needs assessment Ministry/Departments Review by As soon as
designated officer appropriately staffed MDTD possible and
annually by
January
Provide for Staffing Secretary with Requests for staffing Ministry/Departments (Ministry for Annually to
Requirements designated officer approvals appropriately staffed PPA) be completed
by January
Establish Staff Supervision Secretary with Staff supervision and Better internal control Review by Annually
and Appraisal designated officer appraisal system and staff utilization MDTD
Formulation of succession Secretary with Succession plan statement Continuity of staffing Review by One time and
plan designated officer MDTD reviewed
annually
Capacity Enhance the knowledge and Secretary with Skill development Improvement of Review by As and when
Building and skills of employees designated officer performance MDTD required
Training
(Includes
Enhance
Knowledge and
Skills, Orient
Attitudes;
Improve
Systems and
Procedures)
Provision of the facilities to Secretary with Skill development Improvement of MDTD As and when
employees in career designated officer performance required
development
Providing training in office Secretary with Skill development Improvement of MDTD Quarterly
automation designated officer performance
Provide opportunities for Secretary with Department professional Profesionalization of MDTD As required
Local/Foreign professional designated development programme the Department
training officers
2. Financial Budgeting Assess Medium-term Secretary and Medium-term Forecast of Clarity in medium- Deputy Chief Annually
Manageme Demand for Services Senior Service Delivery Needs term resource Secretary
nt Provided by the Ministry management requirements (Finance)
Team
(Include Preparation of Ministry Secretary with Budget Book Clarity in expenditure Deputy Chief Annually
Allocate Budget Senior priorities and purposes Secretary
Resources) Management (Finance)
Team & Ministry
Accountant
Preparation of documents Secretary with Timely submission of Timely availability of Deputy Chief As and when
for obtaining allocation of Accountant required documentation funds secretary required
funds (Finance)
Expenditure Design and Establish Secretary with Financial Control System Improved Financial Deputy Chief As soon as
Management Financial Control System Ministry Document Control Secretary possible and
Accountant (Finance) Reviewed
annually
(Include Manage Maintain Up-dated Secretary with Financial Statements Efficient management Deputy Chief Monthly,
Expenditure) Information on Recurrent ministry of funds Secretary Quarterly
and Capital Expenditures Accountant (Finance)
Ensuring the proper use of Ministry Financial statements Improved performance - Half yearly
funds Accountant & task achievement
Budget Review of Recurrent and Secretary with Expenditure Reports Financial performance Deputy Chief Monthly/Quar
Monitoring and Capital Expenditure Ministry monitored Secretary terly
Expenditure Accountant (Finance)
Review
(Monitor
Formulate Procurement Secretary with Procurement Plan Procurement Deputy chief Annually
Programme Ministry stremlined secretary
Maintain financial Secretary with Internal Audit Reports Efficient use of funds - Regularly
discipline Ministry
Accountant
Facilitate Audit Secretary with Updated audited Proper use of funds Deputy Chief Monthly
Ministry statements Secretary
Accountant (Audit),
General Audit
3. Programme/Proj Review Service Delivery Secretary and Statement of Service Clarity in Service Deputy Chief As soon as
Developme ect Planning Responsibilities Senior Delivery Responsibilities delivery role and Secretary possible and
nt (Includes Policy Management responsibilities (Planning) Reviewed
Programme Planning Frame Team Annually
work: Formulate
Implementation
Plans)
Prepare Rolling Medium- Secretary with Medium-term service Medium-term service - As soon as
term Service Delivery Plan Senior delivery Plan delivery possible and
management responsibilities Reviewed
Team prioritized annually
Prepare Annual Service Secretary with Annual service delivery Annual service Deputy Chief As soon as
Delivery Implementation Senior plan delivery targets Secretary possible and
Plan Management identified planning Annually
Team
Development Mobilize Resource Support Secretary with Partner/Stakeholder Resource support Deputy Chief Annually
Coordination for Financing Medium-term Senior Support Programme commitments Secretary
and Partnership Service Delivery Plan management (Planning)
Team
(Includes Attending sectoral Secretary Progress reports Improved coordination Secretary to Once in two
Coordinate with committee meeting of service delivery relevant months
Government Ministry
A
Agencies)
i )
Progress Review Review Implementation Secretary with Reports on the status of Oversight of service Chief Quarterly,
and Monitoring Status and Update Service Senior service delivery delivery improvement Secretary, Annually
(Includes Delivery Improvement Plan management NPC
Monitor Team
Implementation;
Review
Performance)
Preparation of activity chart Secretary with Activity bar chart Proper contract - Regularly
and cash flow statement Asst Director management
Planning and
Accountant
Conduct monthly progress Secretary Progress report Improved performance - Monthly

review meetings
Attend the Donor Agencies Secretary Back to Office Reports Ensure optimal use of - Quarterly
meeting donor funding
Provincial Department of Co-operative Development (NP)

ry
/ Co-
1.General 1.Give
Manageme Leadership
nt (Includes Vision With Assistant
& Values; Commissioner to define the National & NPC Vision,
Mission & culture & Policy identity of Mission, Goals and Value Review by As soon as
Goals;Motivatio NPC in respect of Co- statement in respect of co- Clearly understood of CCD & possible and
n;Resources & operative Development & CCD with District operative sector is mission & goals Secretary of review
Support setting mission & goals ACCDs & CDOO prepared statement the Ministry. annually.
Apply National & Review by
International Co-operative Awareness of co- CCD & As soon as
principles through NPC value framework for operative sector Secretary of possible and
sector/program strategies & CCD with District co-operative sector system in NPC is the Ministry review
operations ACCDs & CDOO development established annually.
Review by
CCD & As soon as
CCD with Secretary of possible and
Develop / Establish learning ACCDs, CDOO, Creating learning the Ministry review
environment BOD & Members environment Better practice created annually.
Review by
CCD &
CCD with Secretary of
Formulate strategy or plan ACCDs, CDOO, Plan of action / Strategy Understood & Applied the Ministry Once in one
of actions BOD & Members paper formulated strategic plan of action year
Review by
CCD &
Secretary of
CCD through Better cooperative the Ministry
Develop Team Sprit ACCDs & CDOO Team sprit developed system implemented Quarterly
Review by
CCD & As soon as
CCD with Stakeholders Secretary of possible and
ACCDs, CDOO, Best Practices on Group understood role and the Ministry review
Facilitate Collective Action BOD & Members Action responsibilities annually.
Review by
CCD & As soon as
CCD with Co-operative societies Stakeholder Secretary of possible and
Create opportunities for ACCDs, CDOO, based improvement partnerships th
the Mi
Ministry
it review
sharing of resources BOD & Members activities established annually.
Review by
CCD &
CCD with Secretary of
ACCDs, CDOO, Involved faster the Ministry As and when
Give feedback to staff BOD & Members Resolving problems activities required
2. Mobilize &
Resource
Support
(Includes
National
Linkage;
Partnership with
Private Sector;
Network with
INGO/NGO/Civ Provincial & National level
il Society; meetings & seminars CCD with
Access Donor (Identify Stakeholders & ACCDs, CDOO, Meeting minutes and National & Provincial Related
Support) Partners) BOD & Members reports policies implemented institution Quarterly
Implement National relief &
Development program on Coordination of
behalf of National agencies, CCD with centre & Provincial
INGO, NGOs & other ACCDs, CDOO, Centre – Province partnerships Related As and when
donors BOD & Members partnership established institution required
As soon as
CCD with Co-operative programs for Better technology, possible and
Facilitate exchange/ transfer ACCDs, CDOO, exchange/ transfer of transfer & knowledge review
of knowledge/ technology BOD & Members knowledge/ technology networking formulated Line staff annually.
Promotion of co-
Establish program for CCD with operative sector with
promotion of Co-operative ACCDs, CDOO, Co-operative sector other organization As and when
sector BOD & Members development programs established required
Enter into Memorandum of CCD with Partnership through co

co- MOU with other Review by
Understanding to develop ACCDs, CDOO, operative sector activity private organization secretary of As and when
Co-operative sector BOD & Members with other organization created the ministry required
Co-operation among
Establish formal/informal Donor expression of donor agency Donor
contact with donors CCD interest formulated agencies Continuously
Reports on NPC /
Ministry/ Line Better project
Participate in project CCD, ACCD & Departments on implemented for the Donor
preparation & negotiations BOD commitments and benefits benefit of the people agencies Continuously
Monitor and review

progress of project & other Causes for delays/ Timely utilization of Review by
activities in Co-operative CCD, ACCD & slippage identified and funds & activities secretary of
sector BOD corrected strengthened the ministry Continuously
3.Manage
Performance
(Define
Responsibility;
Establish
Processes; Set
Procedures;
Standards of
Delegation of Improved delegation
Conduct;
Responsibility & job of authority &
Oversee Special
description (Responsibility Availability of job responsibility
Institutions)
chart) CCD with ACCD description established Annually
Human Resource Established effective

Cadre creation CCD with ACCD development Human Resource Annually
Initiation of change CCD, ACCD & Streamlined service Effective service

management practices BOD process process formulated Line staff Annually
Performed effective
work / responsibility Support of
Defined work/ service Streamlined work / in line with NPC
responsibility CCD with ACCD Responsibility procedures administration Annually
Application of
Administration Regulation , CCD with ACCD
Financial Regulation & & other office Time management & Standard of
Other innovative procedure staff Discipline performance improved All staff Continuously
CCD with ACCD, Effective & standard

other office staff Time management & of performance
Maintain quality standard & BOD Discipline improved All staff Continuously
Secretary,CCD, Individual performance
Performance appraisal ACCDs,CDOO appraisal reports Improved performance Secretary, PPA Half year
Establish Monitoring & Secretary,CCD, Quarterly progress reports

staff supervising system ACCDs,CDOO & completion reports Achieved targets Quarterly
As soon as
Create awareness of the Review by possible and
service rendering by Co- CCD with ACCDs Provide marketing facility Sustainable marketing secretary of review
operative organizations & CDOO & dissemination reports established the ministry. annually.
Empowerment of rural Uplifted Socio

Overseas activity of Co- Secretary,CCD, sector & formation & economic As and when
operative Societies ACCDs,CDOO strengthening of CBOO development CCD required
4.Coordination
CCD with Support from
Conduct Workshop, ACCDs, CDOO, other
Seminars & Meetings & BOD, Members & Close liaison with public Developed public and ministries &
awareness programs public improved personnel rapport Departments Continuously
(Includes
Liaising with the
Public; Image
building;
Implement
Devolution;
Mediate
Conflicts; Public awareness on Support from
Handle Highlighting success CCD,ACCD & Presentation of successful successful other
Grievances) interventions in mass media BOD interventions interventions created institutions Continuously
Public awareness on Support from
CCD,ACCD & Presentation of successful successful other
Annual celebration BOD interventions interventions created institutions Continuously
Support from
Delegation of service Service responsibility Service responsibility other
responsibility CCD with ACCD frame work delegated institutions Continuously
Support from
Define decision making Decision frame work Decision devolved to other
frame work CCD with ACCD circulated line of administration institutions Continuously
Amicable solution &

CCD,ACCD, arriving to suitable CDOO,BOD
Group discussion BOD & members decision Established team sprit & Members Continuously
Amicable solution&
arriving to suitable CDOO,BOD
Arbitration procedure CCD with ACCD decision Conflict resolved & Members Continuously
5.Managing
Information(Incl
udes Provide
Information; CCD with
Provide Access Preparation of Database, ACCDs, CDOO, Necessary information Effective data base CDOO,BOD
to Information) maintain and update BOD saved & released system created & Members Continuously
CCD with ACCD Fixing carder, promotion, Better HRM CDOO,BOD

Establish & develop HRM & CDOO transfer & retiring established & Members Continuously
Establish MIS
(Management Information Secretary,CCD, Speedy information
System) ACCDs,CDOO Database creation System formulated Continuously
Better HRM in co-

Develop HRM of Co- CCD with ACCD Fixing cadre for societies operative organization CDOO,BOD
operative societies & CDOO & Training of such cadre established & Members Continuously
Achieved awareness
CCD with ACCD Annual implementation on co-operative sector
Preparation of annual plan & BOD plan prepared activities Continuously
6.Institutional
Development
(Includes
D li t
Delineate
Organizational
Action System; Effective inter
Delineate HRM Establishment of District Role & responsibility on organizational system
System) Offices CCD with ACCD micro level established Line staff Continuously
Career Development
& Effective service in
Establishment of Co- CCD with ACCD the co-operative sector Principal &
operative Training Institute & Principal New skills & knowledge established other trainers Continuously
Better people’s
organization for the
development &
Organizing & Registering CCD with ACCD Co-operative Society delivery of services to CDOO,BOD
of Co-operative Societies & CDOO registered the country is & Members Continuously
Sustainable livelihood
Rural Bank activities & service for upgrading
other co-operative standard of living of
Monitoring & supervision CCD with ACCD societies involved in micro the people is BOD &
of micro credit services & CDOO credit services formulated Members Continuously
Review and progress Monitoring & follow up Stream lined the
meeting CCD with ACCD action effective service Continuously
Created Awareness of
Indicate the financial financial position &
position & performance performance of co-
Audit, investigation & CCD with ACCD improvement of cooperative societies to CDOO,BOD
inquiries & CDOO operative societies its shareholders & Members Continuously
CCD with ACCD, Improved effective

Coaching AO & CDOO Experience share service Continuously
CCD with ACCD Established smooth Review by

Good working environment & CDOO More productivity organization function secretary, PPA Annually
Formulated better Review by

Establish staff supervision CCD with ACCD Staff supervision & internal control & secretary, PPA
& appraisal & CDOO appraisal system staff utilization & MDTD Annually
7.Capacity
Building and
Training ACCD,CDOO, Established Efficient
(Includes BOD, Members & & effective service Principal &
Enhance Conduct training program Employees New skills & knowledge delivery system other trainers Continuously
CCD with ACCD

Conduct quality circle & other office Identify Problem & Quality service system Line staff &
meeting staff corrective action formulated BOD Continuously
Identify issues, problems Quality service system Line staff & Whenever
Exposure visit CCD with ACCD & corrective action formulated BOD Necessary
CCD with ACCD
& other office Improved Human Principal &
Provide learning facilities staff New skills & knowledge Resource Trainers Continuously
CCD with
national New skills &
Creating new systems institution New skills & knowledge Knowledge introduced Planning staff Continuously
CCD with ACCD

& other office Systems and procedures Developed better team
Group discussion staff streamlined sprit Planning staff Continuously
Manageme (Include
nt Allocate
R
Resources)
) Assess resource allocations CCD with ACCD Reliable estimate Expenditure
based on local needs & Accountant produced Regularized DCS Finance Annually
Define criteria for capital

fund apportion between the CCD with Non bias fund apportion Expenditure made
districts Accountant between districts according to needs DCS Finance Annually
Assessment and
recommendation of capital CCD with Capital expenditure Capital expenditure
expenditure requirement Accountant properly allocated Properly utilized DCS Finance Annually
Preparation of submission
of department financial
statement for approval CCD 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 CCD with ACCD Financial management
planning & Accountant Funds utilized in time properly maintained DCS Finance Monthly
Delegation of financial Funds released in line with
authority CCD FR FR properly adhered DCS Finance Annually
Better financial
Review of Audit quires CCD Proper financial control control implemented Internal Audit Monthly
Maximum utilization
CCD with ACCD of financial resource is
Follow up tender procedure & Accountant FR properly maintained established DCS Finance Continuously
CCD with ACCD Better financial

Ensure proper use of funds & Accountant Proper financial control control established DCS Finance Continuously
Ensure cash flow to local CCD with ACCD Allocation fully

units & Accountant Funds released in time utilized DCS Finance Monthly
3.Budget
Monitoring and
Expenditure
Review
(Monitor Design a monitoring system
Implementation for Co-operative CCD with Monitoring system Expenditure properly
Progress) Department activities Accountant designed utilized DCS Finance Annually
Review bank reconciliation,

Advance account activity,
Advance to public officer & CCD with Monitoring system Proper financial
Deposit account Accountant designed control established DCS Finance Annually
Efficient service
service delivery CCD with ACCD delivery system
Procurement & Accountant Procurement done in time established DCS Finance Continuously
Conduct preview meeting to

monitor financial CCD with ACCD Preview meetings held Proper financial
expenditure & Accountant regularly control established DCS Finance Quarterly
3.Project 1.Programme
Manageme /Project
nt of planning
Developme (Include Policy Segment level
nt Programs Planning Frame officers should
work; Formulate Formulate implementation streamlined activities send their
Implementation plan/ Quality Manual on Co-operative in accordance to Co- respective
Plans)) assurance/Review policy policy framework & operative policy reports about
guideline CCD with ACCD strategy prepared framework their segments Annually
Segment level
officers should
send their
Preparation of Medium term Annual implementation Created Awareness on respective
plan/ CCD with ACCD plan prepared Co-operative activities views about Annually
Preparation of Long term
plan
Review the present service Problem analysis & Better performance Review by
delivery / activities CCD with ACCD evaluate system established secretary, PPA Quarterly
2.Development
Programme and
Partnership
(Includes
Coordinate with Coordination between Central
Government Provincial Commissioner Remedies on common Central and Provincial Provincial
Agencies) meeting N/CCD,P/CCDD issues improved CCD Monthly
M/Secretary, P/M/ Coordination between
Provincial Ministers Secretary, N/CCD Remedies on common Central and Provincial
meeting & P/CCDD issues improved Quarterly
M/Secretary, P/M/ Coordination between

Secretary, N/CCD Remedies on common Central and Provincial Where ever
National meeting & P/CCDD issues improved necessary
Whenever
CCD,ACCD, To address current Urgent issues Necessary
Special meeting INGO & NGOO special urgent issues addressed promptly required
With other
Provincial Coordination ministry & To address current Issues addressed
Committee meeting Department special urgent issues promptly Quarterly
Activities streamlined
Manual on Co-operative in accordance to Co-
Prepare Long term policy framework & operative policy Review by
investment plan CCD with ACCD strategy prepared framework secretary, PPA Annually
CCD, ACCD with

related national Problem analysis & Better performance Review by
Review project management organization evaluate system established secretary, PPA Quarterly
Proper coordination
Involvement of Private Private sector participation for development
Sector participation CCD with ACCD promoted established Continuously
3.Progress
Review and
Monitoring
(Includes
Monitor
Implementation; Departmental
Review Obtaining progress review Accountability & programs efficiently
Performance) & conduct meeting CCD with ACCD responsibility established carried out Line staff Annually
Review performance of
development Co-operative CCD, ACCD with Quality maintained in
sector Ensure quality related national Standards for professional departmental
Management & evaluation organization Performance established programs Line staff Continuously
Provincial
CCD, ACCD with Planning
Monitor & evaluation related national Problem analysis & Better performance Committee
review progress report organization evaluate system established Meeting Quarterly
CCD : - Commissioner of Co-operative Development

ACCD : - Assistant Commissioner of Co-operative Development
CDO : - Co-operative Development Officer
BOD : - Board of Directors
N/CCD: - National Commissioner of Co-operative Development
P/CCD: - Provincial Commissioner of Co-operative Development
Department of Industries

ry
/ Co-
1.General Give Define the culture & Provincial Vision and value Clearly understood Secretaries Immediately
Manageme Leadership identity of the Organization Director with statements of Organization Long Term Goals Committee
nt Set Vision & in respect of Industries and Senior prepared.
Values Livelihood Enterprises management
Enabling Team
sustainable
Industrial
and Livelihood
Enterprises
Economy
Define Mission Define the Mission & Goals Provincial Departmental mission and Understood Short Secretary Immediately
& Goals of the Organisation and Director with goal statements Term Goals & Staffs M/PPA
Facilitating the apply in Sector Senior formulated. oriented
creation of a Development Programmes. management
conducive Team
environment
for dynamic
industrial and
Livelihood
Enterprises
development in
NP.
Formulation of Industries Provincial Strategy statements of the Priority , direction and Secretary, Annually
and Livelihood Enterprises Director with Organization Formulated. activities of the M/PPA
sector/program strategies Senior Organization
management identified
Team
Define key Performance Provincial Performance Good Performance/ Secretary, As soon as
indicators Director with /Achievement Indicators Achievements agreed M/PPA of possible and
Senior prepared. NPC review
Management annually
Team
Establish Learning Provincial Statements of the Responsibility for Review by Immediately
Environment Director with Organization learnt by the good performance Secretary, and review
Senior staff Team accepted by the staff M/PPA annually
Management Team
Team
Develop Team spirit Provincial Worked collectively Better performance Secretary, Continuously
Director with oriented. M/PPA
Senior
Management
Team
Hold regular staff meeting Provincial Problems, needs and Smooth and quicker Secretary, Monthly
and provide feed back to Director with shortcomings identified action taken by staff M/PPA
Staff Senior manager
for HRM
Staffing Justify the needs of the Provincial Suitable Cadre created All the work Secretary, As soon as
Cadre Creation. services by staffs Director with completed. M/PPA possible and
Senior manager review
for HRM annually
Approval for the Attach necessary documents Provincial Necessary Cadre approved Suitable Staffs filled
Cadre. by Staffs Director with for vacancies.
Senior manager
for HRM
Mobilize Organize support to Provincial Stakeholders & type of Resources mobilized Secretary, M/ Continuously
Resources & Institutional Goal Director with support identified PPA
Support Senior
M
Management t
Team
Establish stakeholder Provincial Partnership programmes Operational Plan for ,NGOO, Continuously
partner ship working Director with with stakeholders support Stakeholder NGOO,
arrangements Senior identified partnership Central State
Management programmed Institutions
Team
Enterprises Identify programmes for Provincial SME development identified Sizable Enterprise Continuously
Development Small and Medium Director with programmes Role in Economic Development
Enterprises (SME) District officers Development by Central and
development private sector Provincial
State
Develop Livelihood Provincial NGOO,Private Sectors Poverty aleviated Industrial Continuously
Enterprises Development Director with partnership programs Development
services programmes District officers identified State
Institutions ,
Chamber of
Network with Coordinate with Provincial Agreement on NGO partnership NGOO/INGO Quarterly
INGO/NGO/Ci NGOO/INGOO Director with NGO/INGOO Livelihood actions in Livelihood O/ GAA
vil Society District Officers programs Development
activated
Enter into MOUs with Provincial NGOO partnerships in Income generated, NGOO/INGO Continuously
NGOO Director with Livelihood activities Employment O/ GAA
District Officers identified generated, Living
standard improved
Access to Project preparation Provincial Donors expression of Donor cooperation Donor Continuously
Donor Support negotiations with Donor Director interest established agencies, GAA
Agencies/Donor funded
projects
Validate MOU entered into, Provincial Reports on commitments Skill Development, Donor Continuously
by Donor Agencies Director with & benefits Technology transfer & agencies, GAA
District officers knowledge transfer
networking arranged
Implement programmes Provincial NGO & INGO Living standard NGOO,INGO Continuously
with the support of national Director with partnership programs and improved O,Donor
& international District officers reports Agencies,GAA
agencies(projects,activities
i ( j t ti iti
& events)
Transfer of Provincial Number of beneficiaries Poverty aleviated Donor Continuously
Knowledge,Technology and Director with agencies, GAA
Skills . Industrial and
Livelihood
Development
officers
Manage Prepare the Responsibility Provincial Responsibility Charts & Improved performance Secretary Annually
Performance chart and Delegation with Director with Delegation Charts standard M/PPA
Define job description Management
Responsibility Assistants
Prepare the Duty Lists Provincial Duty lists Staff aware of what is Secretary Annually
Director with to be delivered M/PPA
District officers
Standards of Conduct Application of 5S Head office staff and Work standard Time Annually
system to set District offices improved management
standard for work
conduct
Prescribe Milestones, Provincial Quarterly Assesment Awared of how we are Secretary, Quarterly
Benchmarks and output Director with Reports performing M/PPA
Indicators Senior
Management
Team.
Corordination Participate at Central/ Provincial Resources Mobilised Better Operational Secretary, As and when
Provincial coordinating Director plans Developed. M/PPA required
meetings
Conduct periodic meetings Provincial Progress as scheduled Better relationship, Secretary, Quarterly
with District/Divisional Director reduction of gaps M/PPA
officers
Conduct staff Provincial Bottlenecks rectified Better Performance Secretary, As and when
meetings/Progress review Director received. M/PPA required
meetings
Provide information / Provincial Dissemination of Partners /Stake Review by Continuously

Services to Partners /Stake Director with Information and Reports to holders/Entrepreneurs Secretary
holders/Entrepreneurs District Officers Partners /Stake aware of Department M/PPA
holders/Entrepreneurs service Delivery
activities
Institutional Review Department Provincial Update Organization Clarity of Review by As soon as
Development Functions and Organization Director and Functions and Structure Departmental MDTD and possible and
Structure Senior functions Secretary Reviewed
Management M/PPA annually
Team
Establish staff supervision Provincial Staff supervision and Better internal control Review by As soon as
and appraisal Director appraisal system and staff utilization MDTD and possible and
Secretary Reviewed
M/PPA annually
Capacity Provision of the facilities to Provincial Effective functions Improved Performance Secretary As and when
Building and the officers in Career Director with M/PPA required
Training development Administrative
Enhance Officer
knowledge and
skills, orient
attitudes
Provide Training Provincial Staff Skills,Knowledge Improved LED Secretary Half Yearly
Programmes for Director with and Attitude Developed Services M/PPA
Management Assistants & Administrative
Programme Assistants on officer
Livelihood Enterprises
Improve systems Formation of Discussion Provincial Systems and procedures Better services Secretary Continuously
& procedures groups and regular meetings Director with streamlined M/PPA
within staff Head office staff
and
d Di
District
ti t
officers
2. Budgeting Assess Medium – Term Provincial Medium – Term financial Clarity in Expenditure Deputy Chief Annually
Financial Allocate Demand for Services to be Director with forecast for Service priorities & Purposes Secretary
Manageme resources provided by the Department Management Delivery Local Needs Finance (DCS
nt Assistants F)
Assess resource Provincial Resource allocation for Funds available DCS Finance Annually
requirements based on local Director with Local needs identified according to needs
priority needs Accountant and
District officers
Assessment and Provincial Capital expenditure Capital expenditure Planning Annually

recommendation of capital Director and properly allocated fully utilized Division &
expenditure requirement Accountant Accountant
Preparation of Department DCS & Senior Budget Book Clarity in expenditure Chief Annually
Budget Management priorities & purpose Secretary,
DCS(F),Secret
ary PPA
Expenditure Supervision of Planned Provincial Funds utilized in time Financial management Secretary,M/P Continuously
Management monthly expenditure Director , properly maintained PA
Manage Accountant and
expenditure District officers
Delegation of financial Provincial Funds released in line with FR properly adhered Secretary,M/P Monthly
authority Director FR PA
Follow Tender procedure Provincial FR properly maintained Audit queries Secretary,M/P As soon as
Director ice minimized PA possible &
Accountant and reviewed
District officers annually
Ensure cash flow to Provincial Funds released in time Allocation fully Deputy Chief Monthly
Divisions Director , utilized Secretary
Accountant and (Finance)
Di t i t officers
District ffi
Maintain updated Provincial Financial Statements Efficient Management Deputy Chief Monthly
information on recurrent & Director with of Funds Secretary
capital Expenditures Senior (Finance)
Management
Team
Financial Preparation & submission Provincial Financial statement FR properly Planning Annually
Statements of Departmental financial Director and approved maintained Division &
statements for approval Accountants Accountant
Budget Design a monitoring system Provincial Monitoring system Funds properly Deputy Chief Annually
Monitoring and for industrial development Director and designed utilized as planned Secretary
Expenditure activities service delivery Accountant (Finance)
Review
Review Audit clarifications Provincial Funds properly utilised Better Financial Secretary Monthly
Director with discipline M/PPA
Senior
Management
Team
Conduct progress review Provincial Expenditure Reports Financial expenditure Secretary Quarterly
meeting to monitor Director with effectively carried out M/PPA
Recurrent and Capital Accountant and
Expenditure District officers
Review bank Provincial Monthly Financial Better financial DCS (Finance) Monthly
reconciliation,Advanced Director with position reports control
account activities and Accountant and
deposit account District officers
Preparation & submission Provincial Financial statement FR properly Planning Annually

of Departmental financial Director and approved maintained Division &
statements for approval Accountants Accountant
3. Project Programme/
Manageme Project
nt Planning
off
Developme
nt
Programm
e
Formulate Review Service Delivery Provincial Statement of service Clarity in Service Secretary, Annually
Implementation Responsibilities Director with Delivery Responsibilities Delivery role & M/PPA
plans Senior Responsibilities.
Management
Team
Prepare rolling Medium Provincial Medium Term service Medium Term service Secretary, Annually
Term service Delivery plan Director with Delivery plan Delivery M/PPA
senior responsibilities
Management prioritized.
Team
Prepare the Annual Provincial Annual Implementation Improved Secretary, Annually
Implementation plan Director with plan prepared. organizational M/PPA
senior performance and
Management awareness on
Team Industrial activities of
the current year.
Conducting enterprise District officers Enterprise survey reports Present status of Secretary, Annually
survey and Management Enterprises M/PPA
Assistants(Industr
ial)
Prepare Resource profiles Provincial Resource Profile reports Resources identified. Secretary, Annually
Director with M/PPA and
senior GAA
Management
Team
Prepare Enterprises Provincial Information Disseminated. Entrepreneurs Secretary, Annually
Development information Director with motivated. M/PPA
senior
Management
Team
Prepare EDT Programme Provincial EDT Programmes Career guided. Secretary, Annually
Director with conducted M/PPA
senior
Management
Team
Prepare skill Development Provincial Skill Development Required skills Secretary, Annually
Programme Director with programmes conducted provided. M/PPA
senior
Management
Team
Prepare Technology Provincial Technology Transfer Appropriate Secretary, Annually
Transfer Programme Director with programmes conducted Technology provided. M/PPA
senior
Management
Team
Preparation of Business Provincial Business plans reports. Viable projects Secretary, Annually
plan Director with M/PPA
senior
Management
Team
Development Review progress of District Provincial Officer’s field level Field level activities Secretary, Monthly and
coordination Programmes Director with problems identified. smoothened. M/PPA+GAA Quarterly
and Management
Partnership Assistant &
Programme
Assistants
Coordinate with Coordinate LEDS Provincial LED Programmes Income generated. NGOO/INGO Monthly
Government Programme with NGOO Director with conducted. O
agencies support. senior
Management
Team
Evolve private sector Provincial Private sector participation Strain on Government Secretary, Continuously
participation. Director with promoted. resources reduced. M/PPA
Management
Assistant &
Programme
Assistants
Progress Conduct Monthly progress Provincial Updated Progress reports Improved Performance Secretary Monthly
Review & Review meeting Director with M/PPA
Monitoring senior
Monitor Management
Implementation Team
Monitor Attend the Donor agency Provincial Meeting minutes. Improved Secretary, Quarterly
Implementation Program Review meetings. Director with Development M/PPA
senior
Management
Team
Review Ensure the Quality of Provincial Required Skills achieved Demand for training Secretary, Continuously
Performance Training programmes Director and programmes M/PPA
District officers
Ensure the proper Provincial Employment generated Unemployment Secretary, Continuously
utilization of Skills training Director and Reduced M/PPA
Provided District officers
Department of Local Government
Subject/Sector Process Activity Responsibility Achievement

Category Key Process Complementa
ry Activities
& CO-
Responsibiliti
How Who with Whom Outputs Outcomes es Time Frame
General MaProvide Leaders
Awareness of Review by
Departmental System NPC,Secretari As early as
Set Vision CLG Senior Office Vision Statement Orentation Created es Committee posible
Commissioner of
Asses Organizational Local Rview by NPC As early as
Enviornment and Define Government and value Statement of the Awareness of System Secretaries posible Anual
Values of the Department Senior Officers Department Orentation Created Committee Review
Apply NPC Culture and Rview by NPC As early as

identy programme Startegy CLG Senior NPC value frame work for Definition of Secretaries posible Anual
Opeations Officer programme programme orentation Committee Review
Commissioner of
Local Awareness among Rview by NPC As early as
Governemnt and Mision and Goals stakholders what will Secretaries posible Anual
Define Mission and Goals Sectional Heads statement the department do Committee Review
Commissioner of Priority action

Local identifyied for the As early as
Governemnt and Department and Review by the posible Anual
Formulation of Startegies Sectional Heads Startegy statement Region S/PPA Review
Commissioner of
Local As early as
Identify Key success factors Governemnt and Performance indicator Good Performance Review by the posible Anual
and indicators Sectional Heads stateement agreed Secretary/PPA Review
Commissioner of
Local
Governemnt Review Performance
/ACLG(HQ)/Acct and Iidentify future Review by the
Give feed back to Staff /A.O Quartely review meetting action Secretary/PPA Quartely
Statement of Departmental
Establish Learing EnviornmeCLG/Senior Staff Activities Better Performance - Quartely
Continuesly
Develop Team sprit CLG/Senior Staff Working collectively Better Co-operation - Process
Motivate and ins
Create Opportunity for CLG with Senior Best practices on Group Collective action to
Collctive action Officer action adopted achieve better results By Secretary PPas early as poss
CLG with Senior Best practices on Group All parties underst and
Facilitate Collective action Officer action responsiblities Facilated by Secas early as poss
Mobilize support Conitinues
Identify the Stakeholders CLG/Senior Staff Stakeholders are identified Stakeholders Support - Process
Formulate stakeholders and Stakeholders/partner Conitinues
Partners CLG/Senior Staff Collective Programme support is assured - Process
Performance
Accountability in facilated and
Define Service Delivery Service Delivery sservice delivery review by as soon as
performance Standards CLG/Senior Staff Performance assesed performance Secretary PPA posible
Define Departmental CLG/ACLG(H.Q) CLG/Sectional
expectation from all Acct/AO/ Staff aware of what is and Regional
individual Staff R/ACLGs Letters and Meettings to be done Heads Quartely
Prescribe Milestones
Benchmarks and output Measured CLG/R.ACLG
indicators CLG/ACLGs Quartely assessment report Performance s Quartely
Availablity of Job Clarity of Job Secretary/PPA
Prepare responsibility chart CLG/Senior Staff Description description / Annually
Preparation of Activity CLG/Acct/ACLG(
Chart and Dutys Lists of all HQ)AO/ Activity Chart and duty Responsiblities fixed Reviewed by
Staff R/ACLGs list to all Officers on all Officers S/PPA/CLG Anually
Technology and
Facilitate exchange of Knowledge Transferd to Conitinues
knowledge CLG/Senior Staff the Organaization Better Performance MDTD Process
Create Enviornment
for Better Secretary/PPA
Mortivate Subordinates S/PPA/CLG Commendation Perforamnce /CLG Annually
Establish Performance Better performance of
Apraisal System CLG/Senior staff Apprasal System staff - Annually
Conitinues
Establish Staff Supervision CLG/R.ACLGs Staff supervision system Better Control of staff - Process
Staff Decipline
Offenders punished Chief

Conduct deciplenary Deciplinary inquiry and decipline is Secretary/S/P As and whenn
inquires and makeorders CLG/AO reports maintained. AA/PPSC required
Coordination Conduct Quartely meettings
with G.As,Provincial Stakeholders aware
Secretaries and Heads of CLG/A.O/CDO(H Departmental CS/S/PPA/CL
Department .Q) Meeting Decissions activities G Quartely
Establish /Conduct perodic

meettings with Heads of CLG/ACLGs/Acc Department/LAs
LAs t/Ao Minuts of the meetings relationship developed - Quartely
Stakeholders
Conduct regular Staff contribution to solve
meetting CLG/A.O Meetting Decissions problem and issues CLG Monthly
Secretary
Local Govt &
Attend MDTD/Central Central Province Provincial
Ministry Coordinating partnership Support Councials
meeting CLG Munits of Meetting from central ,Director Monthly
Report to Appropriate
authorities in any List of Key organaizations Support at an As when
Emergiencies CLG/ACLGs heads to be informed Emergiency - required
Information Updating
Management periodically
Collect information CLG/Trained Information required for Facilitate CLG with
Establish and maintain MIS officers organaizational activities Development trained Staff Half year
Updating
LAs/Public aware periodicallyCL
Provide information to CLG/Trained activities of the G with trained
Publc/LAA Staff Periodical Report Department Staff Half year
Instittutional
Development
CLG/Sectional Chief
Assesss Cadre requirement Heads/Heads of Statement of Staff Staff Requirement is Secretary/S/PP
of Department and LAs LAs requirement Identified A and PPSC Immidiately An
Vacancies are Chief

CLG/ACLG(H.Q) Application to fill informed for acition to Secretary/S/PP As and whenn
Filling Cadre Vacancies /AO Vacancise fill A and PPSC required
Chief
Secretary/S/PP
A and
Ready to obtain PPSC/Manage
Prepare Application for CLG/ACLG(HQ) FR 71Applications approval to create ment Service As and whenn
approval of cadre AO/Heads of LAs prepared cadre Department required
Review Status of office

iquipment/vehicles/Mechine Facilitate action for
ries /Faxed and movable disposal /write
assets CLG/ Accountant Board of survey reports off/repair/procurement secretary PPA Annually
Review Department
function and CLG/Sectional Updated Organization and Clarity of Reiview by
Organaizational structure Heads structure Departmental function Secretary PPA Annually
Annual review
Chirf Chief
Review delegation of Secretary/DCS Powers and functionsare Responsibility fixed Secretary
Functions Finance/CLG delegated on Officers /DCS Finance Annually
ACLGs and LAs Review by As and when

CLG/ACLG/(HQ) Updated Deaprtment aware of the activities Chief necessasity
Re-issue of Circulars /Acct Circulars and procedures Secretary/PPA arise
Streamline
Adopt /Review Department Organaizational Review with
rules CLG Senior Staff Rules of the Organaization activities Secretary PPA Annually
Formulation Succession Review with

Plan CLG/Senior Staff Succession Plan Statement Improved performance Secretary PPA Annually
Capacity Buildin
Provide updated
information and enchange
the knowledge and skill of improved skill and Performance Continuesly
Employees CLG/CDO(H.Q) knowledge improvement MDTD Process
Provide facilities to
employees in career improved skill and Availability of staff Continues
development CLG knowledge for senior position MDTD/SLIDA Process
provid eTraining in office CLG/AO/CDO(H. Performance Continues

automation Q) Improved skill inimprovement MDTD/SLIDA Process
Chief when ever

Provide Opportunities for CLG/AO/CDO(H. Development of skill and incresed performance Secretary opportunity
forign Proffessional training Q) Knowledge of staff /Secretary PPA Comes
Co-ordinate
with training
Conduct workshop and Development of Enhanced Knoledge of institute
training to Counsilors CLG/CDO(H.Q) knowladge of Councillors Councillors MDTD/SLILG As and when re
Implementation of Local LAs incerase their Review by

Government Reform capabilities and Chief Conitinious
Comission Report CLG/ACLG/(HQ) Workshops and Circulars increase service Secretary/PPA Process
Financial MBudgeting
Review by
Assess Medium- term Medium term Secretary
demand for service CLG/Acct/ACLG Medium term focast of perspective on PPA/DCS(Fin
provided by the Department s resource need resource requirement ance) Annually
Annual forecast of capital calrity in capital and

Assess review Capital and CLG/ACCT/ and recurrent expenditure recurrent expenditure
recurrent Expinditure needs /ACLGs/LAs need need DCS Finance Annually
Preparation of Departmental Clarity in exepnditure

budget CLG/ACCT Annual Budget priorities and needs DCS Finance Annually
Deputy Chief
Prepare statement of Secretaty
Annual imprest requirement CLG/Acct Annul Imprest Requisition imprest for the year Finance Annually
Deputy Chief
Prepare Monthly imprest Monthly imprest Receipt ofimprest for Secretaty
statement CLG/Acct requistion the month Finance Monthly
Releace of imprest for Receipt of imprest by

R/ACLGs and LAs CLG/Acct Imprest released R/ACLGs and LAs - Monthly
Revinue and
Obtain Annual Budget Expenditure of LAs
from LAs CLG/R/ACLGs Annual Budget of LAs planned Head of LAs Annually
Obtain for Actual Revenue CLG/Acct/R/ACL Statement of Actual Activate LAs in Quartely and
collection Gs revinue revinue Collection Head of LAs Annually
Expenditure
Management
As early as
Establish finsncial Established financial improved financial DCS Finance possible/Annu
management system CLG/ACCT management system control /Internal Audit ally
Establidh /review financial

management delegation Statement of financial understanding of the Review by
within Departmetn CLG delegation financial limit DCS (Finance) Annually
Establish good procurement Established procurement Accountability and Review by

practices CLG/ACCT practices transparency DCS (Finance) Annually
Secretary
Constitute procurement Apporoved procurement Streamline PPA/DCS(Fin
committee CLG/ACCT/AO committee Procurement ance) Annually
ACLGs and LAs Chief

Re issue circular Knowldgeble on Secretary DCS whenever
Instructions and guidelines CLG/Acct Re issued circulars Accounts matters (finance) required
Maintain up-daed
information on re current Votes Ledger Financial Efficient management Continious
and capital expenditure CLG /ACCT statements of funds. DCS (finance) Process
Achievement of Continious
Ensure proper use of funds CLG /ACCT Financail statement financial target DCS (finance) Process
Apropriation Ac
Deputy Chief
Prepare Annual Accounts Annual income and Secretaty
statement CLG/Acct Annual Account Statement expenditure accounted Finance Annually
Final Accounts
of LAs
Obtain final account from Annual revinue and

LAs CLG/Acct Final Account from LAs expenditure accounted ACLGs Annually
Monitoring and
expenditure
review
Review capital and financial performance Monthly and
recurrent expenditure CLG/Acct Expenditure Report monitored CLG/ACLGs Annually
Review bank reconsilation,
advance account activity,
advance to public officers Monthly financial better control over
and deposit account CLG/Acct statement funds - Monthly
Maintain financial CLG/Acct/ACLG

discipline s/Ios internal Audit report Efficient use of funds - Periodically
Update information on
general treasury circulars Secretary
inland revinue circulars for CLG/Acct/ACLG Updated information on financial descipline is PPA/DCS(Fin Continues
implementation s/LAs financial descipline maintained ance) Process
Developme Service delivery Review Provincial
nt Guidelines on formulation,
Programm Implememntation and Chief
e& coordination of plans for Update guidelines for Coherance in Service Secretary/DCS
Service Provincial Service Delivery CLG service delivery delivery (Planning) Annually
Review Sectoral service Service Delivery Clarity in service
delivery Responsibility CLG Responsibility delivery responsibility Secretary PPA
Update Guidelines on
formulation of sectoral updated guidelines for Efficiency in delivery
service delivary plan CLG service delivery planning of servce Secretary PPA Anually
prepare medium Term Medium term service Medium term service Annual
Service Delivery Paln CLG/ACLGs delivery plan delivery is prioritized DCS(planning) review
Prepare longTerm 10 Years Development Priority on investment Annual

investment Paln CLG/ACLGs Plan for 10 years is planned DCS(planning) review
Prepare Annual Annual implementation Annual service
implementation Plan CLG plan delivery is priorized DCS(planning) Annually
Review Deligation of Statement of deligation of responsibility of
functions CLG functions officers is fixed - Annually
Development Mobilize resource support
Coordination for financing medium - term Allocation of funds by
service delivery plan CLG Provincial tresury Funds for investments DCS Finance Annually
Implementation Chef
of Annual Secretary/Dep
Sectroral Plan uty Chief
Approval and Release of Funds to LAs for Implemenrtation of Secretary
funds CLG/Dev. Unit implement Annual Plan Development Plan Planning/Depu Annually
Obtain Service
for Secretary/PPA
Development /one member
Follow up Procurement CLG/Procurement Procurement Committee Transparency and of procurement As an when
procedure committee Decession Accountability commity require
Monitoring Deputy
Progress Secretaty
Obtaining Progress report Planning/Depu
and conduct review Reports and meetting Timely completion of ty Secretary Monthly and
meettings CLG/R.ACLGs decessions Project works Finance Quartely
Asses Quality
of Work
Field inspection and CLG/R.ACLGs/T Technical Reports on work Quality of work Continious
reporting Os done /Service is assured R/ACLG/TOs Process
Allocation Assess funds Deputy
of Requirement of Secretaty
Resources LAs Statement of requirement Planning/Depu
Prepare statements for CLG/R/ACLGs/A of funds for Capital work, Planed to obtain ty Secretary
allcation of funds cct Grant funds for LAs Finance Annually
Obtain funds for Releace of
funds on time
Deputy chief
Make application to Deputy Received Grant, to Secretary As as when
Chief Secretary Finance CLG/Acct Application for Funds LAs Finance required
Obtain loans Approval of
from LL &DF Release of loans by the board of
LL & DF for Commissioner
Encourage LAs to apply for Loan application from Development and CEO /LL & As and when
Loans CLG/R/ACLGs LAs to LL & DF investments DF required
Progress
Review
Review implementation
status and update service Service delivery is
delivery improvement plan CLG Progress and status report improved updated DCS(planning) Quartely
Implementation
Monitor and review Review meettings and reviewed and
progress CLG minutes monitored ACLGs Quartely
Legal Aid Reivsion of By
Laws Chief
Secretary/M/Pr
ovincial
Prepare By Laws/Revise By Councial and When ever
Laws an Application by Local Councils necessary
LAs CLG/ACLG(HQ) Revised By Laws for LAs Enforcement By LAs /SLILG arise
Legal Advice Chief
CLG/ACLG(HQ)/ Secretary/M/Pr
Legal Officer ovincial
Provide addvice to LAs on cadre has to be Settlement of Legal Councial Legal As and when
Legal Matters created Proper Legal openion issue Unit required
Handle Formulate
Public Grievance
Grievance Handling Develop Better
System Entertain complains from CLG/Sectional relationship between As and when
Public and find solution Heads/R/ACLG Sollution to disputes LAs and Public CLG required
Road Development Department

ry
/ Co-
Set vision Director & Senior Vision Statement prepared Long term Goal As soon as
Management understood possible
General ManLeader Ship

Assess Organisational Director & Senior Organizational value Shared orientation Review by As soon as
Environment and define Management statement prepared Secretary & possible and
values Chief review
Secretary annually
Apply NPC culture and Director & Senior NPC value & identity NPC Identity known - Throughout
identity Management known the year
Define mission and Goals Director & Senior Mission Statement Dept. Role & Review by As soon as
Management prepared performance Secretary & possible and
understood Chief review
Secretary annually
Formulate strategies Director & Senior Strategy statement Priority actions set Review by As soon as
Management prepared Secretary & possible and
Chief review
Secretary annually
Define key success factors Director & Senior Organization’s Good performance Review by As soon as
and indicators Management performance indicators achieved Secretary & possible and
identified Chief review
Secretary annually
Give feedback to staff Director & Senior Situation updated to staff Better working - As and when
Management environment created required
Establish Learning Director & Senior Enhanced knowledge Better performance - As and when
Environment. Management required
Develop team sprit Director & Senior Best practices on group Team work created - Throughout
Management action developed the year
Motivate and Create opportunity for Director & Senior Working collectively Better performance & Regularly
inspire collective action Management corporation
Facilitate collective action Director & Senior Working collectively Better performance & As and when
Management corporation required
Mobilise Identify stakeholders and Director & Senior Stakeholder and partner Stakeholder, Partner Review by As soon as
Support partners Management identified support could be Secretary possible and
planned
l d review
i
annually
Formulate stakeholder Director & Senior Working arrangement Better understanding Review by Annually
/partner working Management identified and working Secretary
arrangement environment created
Mobilise Access human resource Director & Senior Cadre revision / ad-hoc Manpower Review by Annually
Resource requirement Management staff requirement known requirement identified Secretary/PPS
C
Review status of office Director & Senior Review of assets position Requirement Review by Annually
Equipment / vehicles / Management identified and asset Secretary
machineries / fixed and position updated
movable assets
Manage Define service delivery Director & Senior Required standard defined Stakeholders know the - As soon as
performance performance standards Management Service delivery possible and
standards review
annually
Define the organizational Director & Senior Expectations identified Department staff - As soon as
and individual expectation Management aware what to be possible and
delivered review
annually
Define benchmarks and Director & Senior Quarterly assessment Performance known - Annually
milestones Management reports
Prepare responsibility chart Director & Senior Responsibility chart and Stakeholders Review by As soon as
and duty list Management duty list prepared understood role and Secretary possible and
responsibilities review
annually
Facilitate change Director & Senior Reengineering Better performance As and when
management practices Management achived required
Motivate subordinates Director & Senior Good performance with Stakeholder consensus Regularly
Management dedication on Departmental
Mission & Goals
Assess service delivery Director & Senior Quarterly meeting reports Performance known - Quarterly
Define contract Director, Deputy Circulars, instructions Good contract ICTAD, RDA As and when
management procedures Director, and and adopting standard management required
Chief Accountant contract documents.
Works Specifications and Director, Deputy Adopting standard Better quality ICTAD, RDA, As and when
Designs Director, and specifications SLI, BSS required
Engineers
Lay down tender procedures Director, Deputy Circulars Transparent uniform NPA, As and when
and Contract management Director system Provincial required
authorities procurement
cell
Define quality control Director, Deputy Circulars, instructions Better quality RDA manuals As and when
procedures. Director, and & research required
Chief Engineers reports &
Training
Coordination Establish/Participate in inter- Director, Deputy Reports on Coordination Better relationship - Regularly
agency Co-ordination Director, meetings at Provincial & reduction of gaps and
Arrangements at Provincial Department level avoid duplications
Establish /Conduct periodic Director & Senior Reports on Understanding of - Quarterly

meetings with Management Beneficiary/Client Beneficiary/client
beneficiaries/clients problems problems
Establish/Conduct regular Director & Senior Meeting minutes Better performance - Quarterly
staff meetings Management /monthly
Assist to implement Director & Senior Meeting minutes Better relationship at - As and when
national level programmes Management National Level. required
and activities
Report to appropriate Director, Deputy Problems reported Support from Review by As and when
authorities in anyy Director,, and management
g Secretaryy required
q
emergencies Chief Engineers
Manage Identify information needs Director & 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 Director Periodic reports Partners/Stakeholders Review by Half yearly

Partners/Stakeholders Partners/Stakeholders aware of Department Secretary
activities
Provide Information to Director Periodic report Beneficiaries /Client Review by Half yearly
Beneficiaries /Client Beneficiaries /Client aware of Department Secretary
activities
Maintaining database and Chief Engineers Progress reports Improved progress Review by Monthly
updating physical progress Secretary
of work
Identify private sector Director, Deputy Data available Facilitate machinery - Half yearly
machinery availability in Director, Chief utility planning.
the districts Engineers
Conduct machinery unit MU Board Board meeting minutes Facilitate MU Chief Half yearly
board meetings members. management. Secretary
Provide information to Director, Deputy Availability of reports Better performance - As and when
stakeholders and partners Director, Chief required
Engineers
Establish criteria for Director, Deputy Updated road list Appropriate road Chief Review
upgrading of roads and Director, network Secretary, annually
revise road list CLG
Institutional Review department Director & 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
Review delegation of Director, Deputy Statement of Delegation at Better performance Review by Review
functions Director, chief different level fixed with satisfaction Secretary & annually
Accountant, AO Chief
Secretary
Issue circular instructions Director, Deputy Instructions and guidance Activities streamlined Review by As and when
and guide lines Director, chief given Secretary required
Accountant
Adopt/review department Director & Senior Availability of Department Streamline Review by As soon as
rules Management Rules Department activities Secretary possible and
review
annually
Establish staff supervision Director, Deputy Staff supervision and Better internal control Review by As soon as
and appraisal Director, chief appraisal system Secretary possible and
Accountant, AO review
annually
Formulate succession plan Director & Senior Succession plan statement Improved Review by As and when
Management organizational Secretary required
performance
Capacity Provide updated Director, Skill Development Improvement of IESL, MDTD, Throughout
building information and enhance performance ICTAD, RDA the year when
the knowledge and skills of opportunity
employees
l arises
i
Provide facilities to Director Skill Development Improvement of Secretary when

employees in career performance opportunity
development arises
Provide training in office Director Skill Development Improvement of when

automation performance opportunity
arises
Provide opportunities for Director Professional exposure Improvement of Secretary & when
local/foreign professional performance Chief opportunity
training. Secretary arises
Financial Budgeting Assess Medium-term Director & 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 Director, Chief Recurrent needs identified Clarity in recurrent DCS(F), Annually
expenditure needs Accountant expenditure needs
Preparation of Departmental Director & Senior Budget book Clarity in expenditure Chief Annually
Budget Management priorities and purpose Secretary,
Secretary,
DCS(F), DCS
(P)
Prepare documents for Director, Chief Project proposals, Works Improved Annually
obtaining allocation of Engineers Estimates development.
funds for development
activities
Expenditure Establish Financial Director & Senior Financial control system Improved Financial Chief As soon as
Management management system Management document Control Secretary, possible and
DCS(F) review
annually
ll
Establish /review financial Director, Chief Delegation statement Improved Secretary Annually
management delegation Accountant organizational
within department performance
Establish good Procurement Director, Deputy Procurement committee, Good financial Procurement As soon as
practices. Director, Chief TEC reports, no audit management cell, DCS (F) possible and
Engineers, Chief quarries review
Accountant annually
Constitute Procurement Director, PC established System requirement Secretary Annually

Boards and transparency in
procurement
Issue circular instructions Director, Chief Clarity established Improved Financial As and when
and guide lines Accountant Control required
Maintain up-dated Chief Accountant Expenditure statements Improved Financial Throughout
Minimize cost overrun Director, Deputy Updated progress reports Improved performance - Monthly
Director, Chief & task achievement
Engineers, Chief
Accountant
Ensure proper use of funds Director, Chief Financial statements Improved performance - Monthly
Monitoring and Review capital and Director, Chief Monthly expenditure Financial performance DCS (F) Monthly
expenditure recurrent expenditure Accountant reports monitored.
review
Review Bank Director, Chief Monthly position known Better financial - Monthly
Reconciliation, Advance Accountant control.
Account activity, Advance
to public officers and
Deposit account.
Maintain financial Director, Chief Less Audit clarification Better Financial - Throughout
discipline Accountant performance the year
Update information on Director, Chief Updated financial Better Financial Monthly

and Inland Revenue
Review audit clarifications Director, Chief Updated audit statements Better financial Secretary Monthly
Accountant, Chief discipline
Engineers
Developme Service Delivery Review provincial Director & Senior Strategy statement Priority actions set Secretary, Annually
nt guidelines on formulation , Management DCS (P)
Programme implementation, and
Review sectoral service Director & Senior Identified responsibilities Clarity in role and Secretary,
delivery responsibility Management responsibility DCS (P) As soon as
possible and
review
annually
Update guidelines on Director & Senior Updated sectoral guide Clarity in Secretary, As soon as
formulation of sectoral g
Management lines p y
responsibility ( )
DCS (P) ppossible and
service delivery plan review
annually
Prepare Medium Term Director & Senior MDP identified Priorities identified Secretary,
service delivery plan Management DCS (P) As soon as
possible and
review
annually
Prepare long term Director & Senior Long term plan identified Priorities identified Secretary,
investment plan Management DCS (P) As soon as
possible and
review
annually
Prepare annual Director & Senior Secretary, Annually
implementation plan Management DCS (P)
Delivery target
Annual plan identified identified
Review delegation of Director & Senior Responsibility fixed Better performance Annually
functions Management
Prepare routine and periodic Chief Engineers Maintenance programme Delivery target Director Monthly /
maintenance programme & Executive identified identified quarterly /
Engineers annually
Set road standards Director & Senior Better roads RDA and As soon as
Management international possible and
standards review
Standards for different annually
class/type of road fixed
CEE, EEE, BOQ & Estimates Improved Director
Development
Prepare drawings, BOQ and As and when

estimates required
Establish Quality Assurance Director & Senior Quality standards set Better roads As soon as
systems Management possible and
review
annually
Conduct road condition CEE, EEE, Road condition report Priorities identified Director & As soon as
survey Deputy possible and
Director review
annually
Adoption of new Director & Senior New standards identified Cost effective/ long ICTAD, RDA
technology Management lasting roads. Review
annually & as
& when
required
Development Mobilize Resource Support Director Partner /Stakeholder Resource support Secretary & Annually
coordination, for financing Medium-term support programme commitment Chief
Service delivery plan Secretary,
DCS Planning
Coordinate with the client Director Smooth cash flow ensured Smooth running of Chief Throughout
for maintaining cash flow project Secretary, the year
DCS (F)
Attend sectoral review Director Updated progress reports Improved performance Secretary Monthly
meetings
Review project management Director Bottlenecks identified Improved performance - Quarterly
Progress review Review implementation Director, Deputy Reports on the status of Better performance Quarterly/
& monitoring status and update service Director Chief service delivery annually
delivery improvement plan Engineers
Conduct review meetings Director, Deputy Progress reports, meeting constraints identified contractor Once in two
Director Chief minutes and cleared months
Engineers &
Executive
Engineers
Preparation of activity chart Director, Chief Activity bar chart Proper contract contractor Regularly
and cash flow statement Engineers, EEE management
Ensure quality Director, Chief Test reports Improved quality work contractor
Engineers, EEE
Dept of Rural Development

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/ Co-
1.General 1.Give Assess organizational Director with Organizational Vision & Shared orientation. Review by As soon as
Manageme Leadership Environment and define Heads of units. Values Statement. secretary of possible and
nt organizational values the ministry. review
annually.
ll
(Includes Vision Define mission and goals of Director with Mission & Goal Agreement on role Review by As soon as
& Values; the organization senior officers. Statement. (what stakeholders secretary of possible and
Mission & (DRDOs, RDOs) expect) and the ministry. review
Goals; performance (what the annually.
Motivation; ministry will deliver)
Resources &
Support)
Formulation of strategy Director with Strategy statement. Definition of Sector / Review by As soon as
Heads of units. programme secretary of possible and
orientation. the ministry. review
annually.
Define key success factors Director with Organizational Good performance Review by As soon as
and indicators Heads of units. Performance Indicators agreed. secretary of possible and
Statement the ministry. review
annually.
Establish a learning Director with Giving feed back. Provide Informed Organization Review by As soon as
environment Heads of units. Group learning. secretary of possible and
the ministry. review
annually.
Create Team Spirit Director with Team building, Team Improve performance Review by Quarterly
Heads of units. work secretary of
the ministry.
Give Feedback to staff Director with Quarterly meetings. What needs to be done Review by As and when
Heads of units. further identified. secretary of required.
the ministry.
1.General 2.Mobilize Create awareness of Director with Exhibitions, Known organization Review by Annually
Manageme Support organizational activities District Officers. Dissemination of Reports, secretary of
nt (Includes Leaf let. the ministry.
N ti l
National
Linkage;
Civil Society; Provide opportunities for Chief Secretary, Joint Programmes. Build partnership. - Annually
Access Donor others to participate with Secretary,
Support) our programmes. Director & DCS
Planning, Project
Directors.
Partnership and Chief Secretary, Joint Ventures. Build partnership. - As and when
Collaboration Secretary, required
Director & DCS
Planning, Project
Directors &
INGOO.
3.Manage Preparing responsibility Director with Responsibility Chart & Actions to strengthen Review by Annually
Performance chart of employees and Heads of units & Duty lists of officers. status of sector MDTD,
(Define Duty lists District Officers. delegation powers Secretary PPA
Responsibility;
Establish
Departmental staff
aware of what is
expected?
Issue Circular instructions Director with Subject specific guidelines Better quality - As and when
and guidelines on Ministry District Officers achievement necessity
Subjects. & staff. arises
Maintain quality standards Director with Efficient Service delivery. Improve productivity. - Quarterly
District Officers
& staff.
1.General Follow up code of conduct Director with Code of conduct Best practices of staff MDTD At every
Manageme District Officers conduct occasion.
nt & staff.
Performance
f appraisal
i l S
Secretary, Individual
di id l performance
f Improve performance
f S
Secretary, PPA
A Half
lf yearly.
l
Director, Heads of appraisal reports.
units & District
Officers.
Monitoring Departmental Director, Heads of Quarterly Progress Achieve Targets. - Quarterly

function units & District Reports & Completion
Officers. Reports.
Preparation of annual plan Secretary, Annual plan Achieve Targets. Deputy Chief Annually
Director, Heads of Secretary
units & District (Planning)
Officers.
Review meeting with Director with Review meeting minutes Corrective measures & Secretary, PPA Quarterly
District officers. District Officers. & follow up action. Achieve targets.
Quality circle All staff. Discussion minutes & Organizational Secretary, PPA Quarterly
follow up action. Development.
Maintaining Coaching & Director, Heads of Problem solving Non ambiguous Secretary, PPA As and when
Mentoring system. units & District mechanism, Knowledge knowledge based work required
Officers. enhancing & flow.
conversations.
Overseas activity of Women Director, District Empowerment of rural Uplift / Socio Director As and when
Development center, RDSS Officers, Rural women, Formation and Economic required
and WRDSS. Development strengthening of CBOO. Development.
Officers with
Divisional
Secretaries.
1.General 4.Coordination(I Interaction with community Director, District Build Cordial relationship. Enlist public - On time &
Manageme ncludes Liaising and community based Officers, & Rural involvement as a reviewed
nt with the Public; organizations (RDSS & Development stakeholder. annually.
Image building; WRDSS – village Officers.
Implement committees)
Interaction with other stake Chief Secretary, NPC Public Relations Enlist public - As and when
holders, Attend Provincial / Secretary, Programme. involvement as a required
District Committee Director & DCS stakeholder.
Meetings. Planning, Project
Directors.
Having progress review Director, Asst. Progress Reports Improved - On time &
meetings at district offices Director with &Meeting minutes. performance. reviewed
and solve any disputes. District Officers. annually.
Interaction with Office Director, District Reports on Public Accountability in Director Monthly
Staffs & conduct regular Officers, Rural complaints acted upon. relations with the
staff meetings. Development public.
Officers with
Divisional
Secretaries.
5.Managing Prepare, maintain and Director, Heads of Human Resources Appropriate decision - As and when
Information(Incl update of Human Resource units & District Database, Reports on the making, Improved required
udes Provide data base. Officers. status of HR deployment of HR updated
Information; regularly.
Provide Access
to Information)
Provide information to Director Periodic reports to Beneficiary/Clients - Bi-annually
Beneficiary / Client. Partners / Stakeholders aware of department
service delivery
activities.
1.General Prepare, maintain and Director, Heads of Sectoral Database Appropriate decision - Quarterly
Manageme update of Sectoral data units & District making
nt base. Officers.
Prepare, maintain and Director, Heads of Village & CBO Database Appropriate decision - Quarterly
update of RDSS,WRDSS units & District making
data base. Officers, RDOO
6.Institutional Organizational arrangement Chief Secretary, Role & Responsibilities of Smooth organization Review by As soon as
Development(In of district, division of Secretary, provincial ,district function Secretary , possible &
cludes Delineate offices and units in head Director, District ,divisional office PPA Reviewed
Organizational office. Officer, delineated. annually
Action System; Divisional
Delineate HRM Secretaries.
System)
Human Resource Director, Heads of Role & Responsibilities of Smooth organization Review by As soon as
Management succession units & District provincial ,district function Secretary , possible &
plan of officers. Officers. ,divisional office PPA Reviewed
delineated. annually
Good working environment Director, District More productivity Smooth organization Review by As soon as
Officers & All function Secretary , possible &
staff. PPA Reviewed
annually
1.General 7.Capacity Induction training for new Director with Capacity Building Enhance skill, Review by As when
Manageme Building and recruitments Training Training Programmes for Knowledge & MDTD required
nt Training(Include Institutions staff. Improve performance.
s Enhance
Knowledge and
On the job training Director with On the job training Enhance skill, Review by As when
Training programmes. Knowledge & MDTD required
Institutions Improve performance.
Provision of the facilities to Director Career guidance Skill development & MDTD As when
employees in career programmes & Career Improve performance required
development development programmes.
Providing training in office Director Office Automation Skill development & MDTD Annually
automation. Systems & training Improve performance
programmes.
Provide opportunities for Director Department professional Professionalization of Review by Annually

local, foreign professional development programme the department Secretary PPA,
training. & MDTD
In site training. Director with In site training Enhance skill, Review by Annually
Training programmes Knowledge & MDTD
Institutions Improve performance.
System streamlining Director with System stream lining Easy service delivery Review by Annually
Training procedures MDTD
Institutions
2.Financial 1.Budgeting Assess Medium – term Director, Account Medium – term Forecast Clarity in medium – DCS Finance Annually
Manageme (Include Demand for Services by the unit, Planning unit of service Delivery needs term resource
nt Allocate department with District requirements
Resources) Officers.
Preparation of estimates for Head of Units Recurrent estimates Clarity in expenditure DCS Finance Annually
recurrent priorities & purposes.
Preparation of estimates for Head of Units Capital estimates Clarity in expenditure DCS Finance Annually
capital priorities & purposes.
Follow up financial Director, Heads of Expenditures with Improved financial DCS Finance As soon as
procedures, Tender units with District Transparency & control possible &
Procedures & Other Officers. Accountability Reviewed
financial regulars. annually
Oversee the progress of Director with Progress Reports Efficient management DCS Finance Monthly &
activities Account Unit & of funds Quarterly
District Officers.
2.Expenditure Preparation of the Account Unit Timely submission of Timely availability of DCS Finance As when
Management expenditure documents. required documentation. funds required
(Include Manage
Expenditure)
Ensuring proper use of Director with Financial statements Improved performance - Half yearly
funds. Account Unit & & task achievement
District Officers
3.Budget Review of Recurrent and Director & Expenditure reports Financial performance DCS Finance Monthly &
Monitoring and Capital Expenditure. Accountant monitored Quarterly
Expenditure
Review
(Monitor
Implementation
Progress)
Maintain financial Director & Internal Audit Reports Efficient use of funds DCS Finance As when
discipline. Accountant required
Review audit statements. Accountant Updated audited Proper use of funds Auditor As when
statements General required
3.Develop 1.Programme / Need assessment Director with Identify needs Achieve purpose Deputy Chief Annually
ment Project planning Heads of units & Secretary
Programme. (Include Policy District Officers, (Planning)
Planning Frame RDOO.
work; Formulate
Implementation
Plans)
Identification of priorities. Director with Set priorities Achieve purpose Deputy Chief Annually
Heads of units & Secretary
District Officers, (Planning)
RDOO.
Preparation of project Director with Project proposals Achieve purpose Deputy Chief Annually
proposals. Heads of units & Secretary
District Officers, (Planning)
RDOO.
Implementation Director with Instruction & guidelines Achieve purpose Deputy Chief Annually
arrangements. District Officers Secretary
(Planning)
Monitoring arrangements. Director with Instruction & guidelines Achieve purpose Deputy Chief Annually
District Officers Secretary
(Planning)
Prepare the Annual Director & AIP Improved Deputy Chief Annually
Implementation Development organizational Secretary
Programme. Assistant performance. (Planning)
2.Development Interaction with Provincial Chief Secretary, Collaborative actions on Upliftment of standard Deputy Chief As soon as
Coordination Institutions. Secretary, socio economic of life of society. Secretary possible &
and Partnership Director, District development at Provincial (Planning) Reviewed
(Includes Officers, other level. annually
Coordinate with projects & NGO
Government
Agencies)
3.Develop Interaction with National Director, District Collaborative actions on Upliftment of standard Deputy Chief As soon as
ment Institutions. Officers, RDOO, socio economic of life of society. Secretary possible &
Programme. GAA, Divisional development at National (Planning) Reviewed
Secretaries & level. annually
GNN.
Interaction with INGOs Chief Secretary, Collaborative actions on Upliftment of standard Deputy Chief As soon as
(World University Service Secretary, socio economic of life of society. Secretary possible &
of Canada (WUSC) and Director with development. (Planning) Reviewed
other NGOs. INGOO & NGO. annually
Interaction with donor Chief Collaborative actions on Upliftment of standard Deputy Chief As soon as
funded projects. Secretary,Secretar socio economic of life of society. Secretary possible &
y,Director & development. (Planning) Reviewed
Project Directors. annually
3.Progress Follow – up Progress of Director with Progress Reports Achieve purpose Chief Quarterly &
Review and implementation activities. Heads of units, Secretary, Annually
Monitoring District Officers NPC Secretary
(Includes & Partner
Monitor Organizations.
Implementation;
Review
Performance)
Assess with objectives. Director with Progress Reports Achieve purpose Chief Quarterly &
Heads of units & Secretary, Annually
District Officers. NPC Secretary
Line with Time frame. Director with Progress Reports Achieve purpose Chief Quarterly &
3.Develop Quality assessment. Director with Progress Reports Achieve purpose Chief Quarterly &
ment Heads of units & Secretary, Annually
Programme. District Officers. NPC Secretary
Corrective measures. Director with Progress Reports Achieve purpose Chief Quarterly &
Conduct monthly progress Director with Progress Reports Improved - Monthly

review meetings. Heads of units & Performance.
District Officers.
Governor's Secretariat

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1. General Give Leadership Assess organizational Hon. Governor Organizational Vision and Shared Orientation Review by As soon as
Manageme Environment and define with Secretaries Values Statement Hon. Governor possible and
nt organizational values and Heads of and Secretary Review
di i i
divisions. A
Annually
ll
Define Mission And Goals Hon. Governor Mission and Goal Agreement on Role Review by As soon as
of the Organization with Secretaries statement (what stakeholders Hon. Governor possible and
and Heads of expect) and and Secretary Review
divisions. Performance (what the Annually
Secretariat will
Formulation of strategy Hon. Governor Strategy statement Priority Actions Review by As soon as
with Secretaries identified for the Dept. Hon. Governor possible and
and Heads of and core functions and Secretary Review
divisions. and/ or units Annually
Define key success factors Hon. Governor Organizational Good performance Review by As soon as
and indicators with Secretaries Performance Indicators agreed Hon. Governor possible and
and Heads of statement and Secretary Review
divisions. Annually
Establish Learning Hon. Governor Statement of Secretariat to Responsibility for Review by As soon as
Environment with Secretaries the Staff Team performance accepted Hon. Governor possible and
and Heads of by the team and Secretary Review
divisions. Annually
Give feedback to staff Hon. Governor Quarterly Review What needs to be done Review by Quarterly
with Secretaries meetings further identified Hon. Governor
and Heads of and Secretary
divisions.
Mobilize support Identify stakeholders/ Hon. Governor Periodic meetings with Understand - As and when
Partners and create with Secretaries stakeholders and Partners stakeholders/ Partner required but
awareness and Heads of expectations at least twice
divisions. a year
Formulate Stakeholders/ Hon. Governor Partnership programs Partner support - Annually

Partner working with Secretaries planned
arrangements and Heads of
divisions.
Manage Preparing the Responsibility Hon. Governor Secretariat Responsibility Secretariat staff aware Review by Annually
Performance Chart and Duty Lists with Secretaries Chart and Duty Lists of of what is expected Hon. Governor
and Heads of Officers and Secretary
di i i
divisions. /MDTD
Define the organizational Hon. Governor Quarterly Review Secretariat staff aware Review by Annually
and individual expectation. with Secretaries meetings of what is to be Hon. Governor
and Heads of delivered and Secretary
divisions.
Prescribe Milestones, Hon. Governor Quarterly Assessment Aware of how we are Review by Quarterly
Benchmarks and Output with Secretaries reports doing Hon. Governor
Indicators and Heads of and Secretary
divisions.
Lay down tender procedures Hon. Governor Public Administration & Efficient uniform Review by As and when
and Authority for various with Secretaries Provincial Circulars system Hon. Governor necessity
aspects in the contract and Heads of and Secretary arises
divisions.
coordination Establish/ participate in Hon. Governor Reports on coordination Better relationship Review by Regularly
Inter-agency Coordination with Secretaries meetings at Provincial and reduction of gaps and Hon. Governor
arrangements at Provincial and Heads of Secretariat level avoid duplication and Secretary
and Secretariat level divisions.
Establish/ Conduct periodic Hon. Governor Reports on Beneficiary/ Understanding of Review by Regularly
meetings with beneficiaries/ with Secretaries Client problems Beneficiary/ Client Hon. Governor
Clients and Heads of problems and Secretary
divisions.
Establish/ Conduct regular Hon. Governor Reports on staff problems Closer staff relations Review by Quarterly
Staff meetings with Secretaries and needs and better rapport and Hon. Governor
and Heads of understanding and Secretary
divisions.
Manage Identify information needs Hon. Governor Periodic reports on Inputs Facilitate review of Review by Quarterly
information and establish/ maintain MIS with Secretaries and Outputs relevant for performance Hon. Governor
and Heads of performance and Secretary
divisions.
Provide information to Hon. Governor Periodic reports to Partners/ Stakeholders Review by Quarterly
Partners/ Stakeholders with Secretaries Partners/ Stakeholders aware of Secretariat Hon. Governor
and Heads of activities and Secretary
di i i
divisions.
Provide information to Hon. Governor Periodic reports to Beneficiary/ Client Review by Bi-annually
Beneficiary/ Client with Secretaries Beneficiary/ Client aware of Secretariat Hon. Governor
and Heads of service delivery and Secretary
divisions. activities
Maintaining database and Hon. Governor Progress reports Improved Review by Monthly
updating the physical with Secretaries development Hon. Governor
progress of works and Heads of and Secretary
divisions.
Institutional Review Secretariat Hon. Governor Updated Secretariat Clarity of Secretariat Review by As soon as
Development functions and Organization with Secretaries Organization Functions functions Hon. Governor possible and
Structure and Heads of and Structure and Secretary reviewed
divisions. and MDTD annually
Adopt Government and Hon. Governor Government and Streamline Secretariat Review by As soon as
Provincial Rules with Secretaries Provincial Rules activities Hon. Governor possible and
and Heads of and Secretary reviewed
Establish staff supervision Hon. Governor Staff supervision and Better internal control Review by As soon as
and appraisal with Secretaries appraisal system and staff utilization Hon. Governor possible and
and Heads of and Secretary annually
divisions. and MDTD
Formulation of succession Hon. Governor Succession plan statement Improved Review by Annually
plan with Secretaries organizational Hon. Governor
divisions. and MDTD
Capacity Provision updated Hon. Governor Skill development Improvement of Review by As and when
Building and information and enhance with Secretaries performance Hon. Governor required
Training the knowledge and skills of and Heads of and Secretary
employees divisions. and MDTD
Provision of facilities to Hon. Governor Skill development Improvement of Review by As and when
employees in career with Secretaries performance Hon. Governor required
development and Heads of and Secretary
di i i
divisions. andd MDTD
Providing training in office Hon. Governor Skill development Improvement of Review by Quarterly
automation with Secretaries performance Hon. Governor
divisions. and MDTD
Providing opportunity for Hon. Governor Secretariat professional Professionalisation of Review by As and when
Local/ Foreign professional with Secretaries development programme the Secretariat Hon. Governor required
training and Heads of and Secretary
divisions. and MDTD
2. Financial Asses Medium term Hon. Governor Medium term forecast of Clarity in medium Review by Annually
Manageme demand for services provide with Secretaries service delivery needs term resource Hon. Governor
nt by the Secretariat and Heads of requirement and Secretary
divisions.
Budgeting Preparation of Secretariat Hon. Governor Budget Book Clarity in expenditure Review by Annually
Budget with Secretaries priorities and purposes Hon. Governor
divisions.
Preparation of documents Hon. Governor Estimates & BOQQ Improved Review by Half Yearly
for obtaining allocation of with Secretaries development Hon. Governor
funds for development and Heads of and Secretary
activities divisions.
Expenditure Design and Establish Hon. Governor Financial Control System Improved Financial Review by As soon as
Management Financial Control System with Secretaries Document Control Hon. Governor possible and
and Heads of and Secretary reviewed
divisions. annually
Maintain updated Hon. Governor Financial Statements Efficient management Review by Monthly/
information on Recurrent with Secretaries of funds Hon. Governor Quarterly
and Capital expenditure and Heads of and Secretary
divisions.
Calling bids and Entrusting Hon. Governor Reports on tender s Proper contract Review by
the works with Secretaries awarded management Hon. Governor
di i i
divisions.
Minimising cost over run Hon. Governor Updated progress reports Improved performance Review by Monthly
with Secretaries and task achievement Hon. Governor
divisions.
Ensuring the proper use of Hon. Governor Financial statements Improved performance Review by Half yearly
funds with Secretaries and task achievement Hon. Governor
divisions.
Budget Review of recurrent and Hon. Governor Expenditure Reports Financial performance Deputy Chief Monthly/Quar
Monitoring and Capital Expenditure with Secretaries monitored Secretary terly
Expenditure and Heads of Finance
Review divisions.
Maintain financial Hon. Governor Internal Audit Reports Efficient use of funds Deputy Chief Regularly
discipline with Secretaries Secretary
and Heads of Finance
divisions.
Review Audit statement Hon. Governor Updated audited Proper use of funds Deputy Chief Monthly
with Secretaries statements Secretary
divisions.
3. Programme/ Review service delivery Hon. Governor Statement of service Clarity in service Review by As soon as
Developme Project Planning responsibilities with Secretaries delivery responsibilities delivery role and Hon. Governor possible and
nt and Heads of responsibilities and Secretary reviewed
Programme divisions. annually
Prepare rolling medium Hon. Governor Medium term service Medium term service Review by As soon as
term service delivery plan with Secretaries delivery plan delivery responsibility Hon. Governor possible and
and Heads of proritized and Secretary reviewed
Prepare annual service Hon. Governor Annual service delivery Annual service Review by As soon as
delivery implementation with Secretaries improvement plan delivery targets Hon. Governor possible and
plan and Heads of identified and Secretary reviewed
divisions. annually
Prepare the
P h annuall Hon. Governor
H G Annual
A l iimplementation
l i Improved
I d R
Review
i bby A
Annually
ll
implementation programme with Secretaries programme organizational Hon. Governor
divisions.
Development Mobilize resource support Hon. Governor Partner/ Stakeholders Resource support Review by Annually
Coordination for financing medium term with Secretaries support programme commitments Hon. Governor
and Partnership service delivery plan and Heads of and Secretary
divisions.
Land identification and Hon. Governor Location plan & site plan Proper usage of land Review by As and when
assessing the soil condition with Secretaries and structure Hon. Governor required
divisions.
Coordinate with the clients Hon. Governor Cash flow statement Reduction of wastage Review by Monthly
for maintaining cash flow with Secretaries Hon. Governor
divisions.
Attending sectoral Hon. Governor Updated progress reports Improved performance Review by Once in two
committee meeting with with Secretaries Hon. Governor months
clients and Heads of and Secretary
divisions.
Progress review Review implementation Hon. Governor Reports on the status of Oversight of service Review by Quarterly/
and monitoring status and update service with Secretaries service delivery delivery improvement Hon. Governor Annually
delivery and Heads of and Secretary
divisions.
Preparation of activity chart Hon. Governor Activity bar chart Proper contract Review by Regularly
and cash flow statement with Secretaries management Hon. Governor
divisions.
Conduct monthly progress Hon. Governor Updated progress report Improved performance Review by Monthly
review meetings with Secretaries Hon. Governor
di i i
divisions.
Provincial Public Service Commission, Northern Province - 2007

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/ Co-
1. General Leadership Set Vision Secretary with all Vision Statement is Vision Statement is Review by As soon as
Manageme staffs. prepared. understood by all. Secretaries possible &
nt Committee. review
annually.
ll
Assess the Organizational Secretary with Report on organisation Shared orientation of Review by As soon as
environment and define unit heads. defined culture & values environment culture & Secretaries possible &
culture & values of the organization. Committee. review
Organization. annually.
Apply NPC culture and Secretary with Organization culture

identity unit heads.
Define mission and Goals Secretary with Mission and Goal Agreement on role Review by As soon as
of the Organization. unit heads. Statement. (what stakeholders Secretaries possible &
expect)and Committee. review
performance (what the annually.
organization will
deliver)
Formulate strategies Secretary with Strategy statement. Priority actions Review by As soon as
unit heads. identified for the Secretary & possible &
office and core of Team. review
functions units. annually.
Define key success factors Secretary with Organization Performance Good performance Review by As soon as
and indicators. unit heads. Indicator Statement agreed. Secretary & possible &
Team. review
annually.
Give feedback to staff. Secretary with Quarterly review meeting. what needs to be done Review by Quarterly
unit heads. further identified. Secretary &
Team.
Define key success factors Secretary with Organizational Good performance Review by As soon as
and indicators. unit heads. Performance Indicators agreed. Secretary & possible &
Statement Team. review
annually.
Establish Learning Secretary with Statement of organization Responsibility for Review by As soon as
Environment unit heads. to the staff team. performance accepted Secretary & possible &
by the team. Team. review
annually.
Develop
l team sprit
i Secretary with
S ih Team workk Responsibility
ibili ffor
unit heads. performance accepted
by the team.
Motivate and Create opportunity for Secretary with

inspire collective action. unit heads.
Facilitate collective action Secretary with
unit heads.
Mobilize Identify Stakeholder & Secretary with Periodic meetings with Understand As and when
Support Partners and create unit heads. Stakeholders and partners Stakeholders /Partner required but
awareness expectations atleast twice a
year
Formulate Stakeholder/ Secretary with Partnership Programme Partner support Annually

Partner working unit heads. planned
arrangements
Mobilise Review human resource Secretary with
Resource requirment unit heads.
Review status of office Secretary with
Equipment/ vehicles/ unit heads.
machineries/fixed and
movable assets.
Manage Define service delivery Secretary with

Performance performance standards. unit heads.
Define the organizational Secretary with Quarterly Review staff aware of what is Review by Annually
and individual expectation unit heads. Meetings expected team.
Define benchmarks and Secretary with Quarterly Assessment Aware of how we are Other Ministry Quarterly
milestones unit heads. Reports doing & Departments
Prepare responsipility chart Secretary with Responsibility Chart and staff aware of what is Review by Annually
supervisory Duty List of Officers expected team.
officers
Facilitate change Secretary with
management practices. unit heads.
Motivate subordinates Secretary with
unit heads.
Assess service delivery Secretary with
performance. senior staff.
Coordination Establish/Participate in Secretary Reports on Coordination Better relationship Other Monthly
Inter-agency Coordination Meetings at Provincial reduction of gaps and agencies.
arrangements at Provincial National level. avoid duplication
/National level
Establish /Conduct periodic Secretary Reports on Understanding of Secretary Monthly

meetings with Beneficiary/Client Beneficiary/Client Commission
Beneficiaries/Clients problems problems
Establish/Conduct regular Secretary Reports on Staff problems Closer staff relations Quarterly
Staff Meetings and needs and better rapport and
understanding
Assist to implement Secretary
national level programmes
and activities.
Report to appropriate Secretary with
authorities in any senior staff.
emergencies
Manage Identify Information Needs Secretary and Periodic Reports on Inputs Facilitate review of Quarterly
Information and Establish/Maintain MIS staff. and Outputs relevant for Performance
performance
Provide information to Secretary with Periodic Reports to Partners/Stakeholders Quarterly

Partners/Stakeholders Staff. Partners /Stakeholders aware of Commission
activities
Provide information to Commission with Periodic Reports to Clients Beneficiary /Clients Bi-annually
beneficiaries /Client Secretary aware of service
delivery activities
Provide information to Secretary with
public news letter. team
Institutional Review Department Secretary with Updated Organization Clarity of As soon as
Development Functions and Organization respective staff Functions and Structure Organization functions possible and
Structure reviewed
annually.
Review delegation of Secretary with
functions recpective staff.
Issue circular instructions Secretary with
and guide lines recpective staff.
Adopt/review department Secretary with
rules recpective staff.
Establish Staff Supervision Secretary with Staff Supervision and Better internal control As soon as
and Apprisal team apprisal system and staff utilization possible and
annually.
Formulate succession plan Secretary with Succession plan statement Improve Annually
Staff. organizational
performance
Capacity Provide updated Head of the Skill development Improvement of MDTD As and when
Building information and enhance Department performance required
the knowledge and skills
of employees
Provide facilities to Secretary and Skill development Improvement of Secretary, As and when
employees in career Administrative performance M/Provincial required
development Officer. Public
Administration
and MDTD
Providing training in office Head of the Skill development Improvement of MDTD Quarterly
automation Department performance
Provide opportunities for
local/foreign professional
training
2. Financial Budgeting Assess Medium -term Secretary, Medium-term Forecast of Clarity in medium Annually
Manageme Demand for service Administrative Service Delivery Needs term resource
nt P id d bby the
Provided h DDepartment Offi
Officer andd requirments
i
Financial
Assistant
Assess/review recurrent Secretary,
expenditure needs Administrative
Officer and
Financial
Assistant
Preparation of Departmental Secretary, Budget Book Clarity in expenditure Deputy Chief Annually
Budget Administrative priorities and purposes Secretary-
Officer and Finance
Financial
Assistant
Prepare documents for Secretary, Estimate Improved
obtaining allocation of Administrative development
funds for Exam activities Officer and
Financial
Assistant
Expenditure Establish Financial Secretary and
Management management system Financial
Assistant
Establish / review financial Secretary and
management delegation Financial
within department Assistant
Establish good procurement Secretary and

practices. Financial
Assistant
Constitute Procurement Secretary and
Boards Financial
Assistant
Issue circular instructions
and guide lines
Maintain updated Secretary
i f
information
i on recurrent
and Capital expenditure
Minimize cost overrun Secretary and
Financial
Assistant
Ensure proper use of funds Heads of units
Monitoring and Review capital and Secretary & Expenditure reports Financial performance Deputy Chief Monthly/Quar
Expenditure recurrent expenditure Financial monitored Secretary- terly
Review Assistant Finance
Review bank
reconsciliation, Advance
account activity,Advance to
Public officers and deposit
account
Maintain Financial Secretary & Internal Audit Report Efficience use of Regularly
decipline Financial funds
Assistant
Update information on
general treasury circulars
and inland revenue circulars
for implementation
Governance and
good practices.
Developme Service Delivery Review Provincial Secretary and
nt guidelines on team
Programme formulation,implementation
& Service and coordination of plans
for provincial service
delivery
Policy define Review Sectoral service Secretary and Statement of service Clarity in Service Commission As soon as
delivery responsibility team delivery responsbilities delivery role and possible and
responsbilities reviewed
annually.
Delegate Ensure implement Secretary and
Authority ,delegation of function and team
review.
Recruitment Prepare scheme of Secretary & Statement of service Medium term service Commission As soon as
recruitment. Administrative delivery responsbilities delivery possible and
officer & responsbilities reviewed
Financial prioritized annually.
Assistant
Transfer Policy
Resolve appeal Prepare annual Secretary and AIP Improved Annually
implementation plan team organizational
performance
Promotion Scheme
Development Mobilize Resource Support Secretary & Partner/Stakeholder Resource support Annually
Coordination for Financing Medium-term Financial Support Programme commitments
Service Delivery plan Assistant
Coordinate with the client

for maintaining cash flow
Attend sectoral review
meetings.
Review project management
Progress Review Review Implementation Secretary & Reports on the status of Overseeing of service Quarterly,Ann
and Monitoring Status and Update Service Team service delivery delivery improvement ually
Delivery Improvement Plan
Monitor and review Secretary &

progress Team
Preparation of activity Secretary &
chart and cash flow Team
statement
Maintain updated Secretary &

information on Recurrent Administrative
and Capital expenditures officer &
Financial
Assistant
Co-operative Employees Commission, Northern Province

ry
/ Co-
1. General Give Leadership Set vision Secretary with Vision statement Shared orientation Guidance from As soon as
Manageme Includes set Chief Secretary & among stakeholders Chairman & possible
nt Vision, Mission, Secretary to the members
Goals and Hon Governor
Values
Define Mission and goals Secretary with Mission & goals Clarity on what Guidance from As soon as
Chief Secretary & statements stakeholders expect Chairman & possible
Secretary to the and what commission members
Hon Governor delivers
Assess organizational Secretary with Value statements Shared orientation Guidance from As soon as
environment and define Administrative Chairman & possible
values Officer members
Define key success factors Secretary with Performance indicator Standards of best Guidance from As soon as
and indicators staff statements performance agreed Chairman & possible
members
Give feedback to staff Secretary with Minutes of performance Further improvements Guidance from Monthly
Administrative reviews identified Chairman &
Officer members
Establish learning Secretary with Statement of support Continuous As soon as

environment staff improvement possible and
review
monthly
Conduct staff meetings Secretary with Notes of important matters Smooth work flow Weekly
staff
Motivation Create opportunities for Secretary with Best practices on Group Collective action Support from As soon as
collective action staff process delineated and mobilized for Chairman & possible and
adopted achieving Mission and members review
G l
Goals monthly
thl
Facilitate Collective Action Secretary, staff & Best Practices on Group Employees and As soon as
Chairman and Action Commission possible and
members understand roles and review
responsibilities monthly
Mobilize Conduct Commission Secretary Minutes of meetings Legally bound support Support from Monthly
Support Manage meetings withChairman & circulated to cooperative sector Commissioner
Performance Members and Asst.
Commissioner
s of Coop.
Development
Define Delegation of Secretary with Documented job Improved performance MDTD As and when
Responsibility Responsibilities & job Staff descriptions standards required
description
Establish Initiation to change Secretary with Booklet of processes Quality service Guidance from As and when
Processes management practices Staff delivery Chairman & required
members
Set Procedures Prepare all work procedures Secretary with Procedure manual Effective service Guidance from Immediately
Staff delivery Chairman & and review as
members and when
required
Standards of Set standards for work and Secretary with Statements of improved Increased productivity Relevant As and when
Conduct conduct Staff work standards in terms of quality and training by required
quantity MDTD
Code of conduct Formulation of Code of Secretary with Code of conduct Self disciplined and Necessary As soon as
conduct Chief Secretary statements empathetically advice from possible and
modified working Secretary, review as and
environment M/PPA when required
Coordination Identify areas of policy Secretary with Issue papers on required Resolve devolution Guide lines As and when
Implement action required to Chairman & policy actions issues from Chief required
Devolution strengthen NPC governance Members Secretary
i respectt off Co-operative
in C ti
sector
Mediate By commission meetings Secretary with Amicable solutions to Conflict solved and Support from Monthly
Conflicts and Chairman & matters referred to redresses to Commissioner
handling Members Commission grievances and Asst.
grievances Commissioner
s of Coop
Inquire Having a panel of Secretary with Expeditious judgements Remedies to As and when
malpractices at independent inquiry officers Chairman & on reports of the Board of cooperative employees required
cooperative and appoint them for Members Inquiry. as well as punishments
societies inquiries as per the nature in terms of
of cases commission
Cooperate with Appear before Magistrate as Secretary or any Court verdicts Remedies to Seek legal As and when
cases seeking a respondent officer with employees/cooperative support from required
judicial Secretary’s proxy societies for NPC’s Legal
remedies harmonized Officers
environment
Manage Establishment of Secretary with Co- Required information Improved management Commission Continuously
Information Information Management operative documented information system
Provide Access Unit Employees
to Information Commission
Institutional Chairman &
Delineate HRM Review selection and Secretary with Statements of schemes of Availability of Review and As and when
system recruitment procedures of Chairman & recruitment procedures appropriate staff approval by required
co-operative employees members the
Commission
Capacity Issue circulars on cadre Secretary with Commission circulars Transparency and Review and As and when
Building and assignment an d Chairman & accountability in approval by required
Training establishment matters members cooperative societies the
among cooperative societies Commission
Enhance Conduct quality circle Secretary with Regular quality circle Rendering quality Continuously
Knowledge and meetings, Training and staff meeting Minutes service
Skills Exposure visits
Assign cadre to Assign appropriate Secretary with Cadre assignment approval Effective functioning Review and As and when
cooperative personnel on Chairman & letters of cooperative approval by required
societies recommendation of the members societies towards the
B d off Society.
Board S i t service
i excellency
ll commission
i i
2. Budgeting Prepare budget estimates Secretary with Document Readiness to present Guidelines April
Financial Allocate considering strategic results staff & Governor expenditure needs from Chief
Manageme resources areas and key result areas ‘s cluster Secretary, &
nt Accountant DCS Finance
Expenditure Exercise supervision based Secretary with Monthly statement on Efficient, effective Monthly
Management on monthly expenditure Staff expenditures and economic usage of
Manage planning fund
expenditure
Follow up procurement Secretary with Accountable and Minimize improper Issuing Continuously
guidelines staff & Governor transparent expenditures expenditures ie less internal
‘s cluster audit queries circulars
Accountant emphasizing
appropriate
Governor s Secretariat
Governor's Complimenta
Action / Responsibilities Achievement ry
Responsibilit
y / Co-
Category
C t Key Process
K P How
H Who with
Wh ith whom
h Output
O t t O t
Outcome responsibility
ibilit Time F
Ti Frame
1. General Give Assess organizational Environment and Hon. Governor Organizational Vision Shared Review by As soon as
Management Leadership define organizational values with Secretaries and Values Statement Orientation Hon. Governor possible and
and Heads of and Secretary Review
Define
fi Mission
i i Andd Goals
l off the
h Hon. Governor Mission
i i andd Goall Agreement Review
i bby As soon as
Organization with Secretaries statement on Role Hon. Governor possible and
and Heads of (what and Secretary Review
divisions. stakeholders Annuallyy
expect) and
Performance
(what the
Secretariat
will deliver)
Formulation of strategy Hon. Governor Strategy statement Priority Review by As soon as
with Secretaries Actions Hon. Governor possible and
and Heads of identified for and Secretary Review
divisions. the Dept. and Annually
core
functions
and/ or units
Define key success factors and indicators Hon. Governor Organizational Good Review by As soon as
with Secretaries Performance Indicators performance Hon. Governor possible and
and Heads of statement agreed and Secretary Review
divisions. Annually
Establish Learning Environment Hon. Governor Statement of Responsibilit Review by As soon as
with Secretaries Secretariat to the Staff y for p
Hon. Governor possible and
and Heads of Team performance and Secretary Review
divisions. accepted by Annually
the team
Give feedback to staff Hon. Governor Quarterly Review What needs Review by Quarterly
with Secretaries meetings to be done Hon. Governor
and Heads of further and Secretary
divisions. identified
Mobilize Identify stakeholders/ Partners and create Hon. Governor Periodic meetings with Understand As and when
support awareness with Secretaries stakeholders and stakeholders/ required but
and Heads of Partners Partner at least twice
divisions
divisions. expectations a year
-
Formulate Stakeholders/ Partner working Hon. Governor Partnership programs Partner - Annually
arrangements with Secretaries support
and Heads of planned
divisions.
Manage Preparing the Responsibility Chart and Hon. Governor Secretariat Secretariat Review by Annually
Performance Duty Lists with Secretaries Responsibility Chart staff aware Hon. Governor
and Heads of and Duty Lists of of what is and Secretary
divisions. Officers expected /MDTD
Define
D fi ththe organizational
i ti l andd iindividual
di id l HHon. Governor
G Quarterly
Q t l R Review
i S
Secretariat
t i t R i bby
Review A
Annually
ll
expectation. with Secretaries meetings staff aware Hon. Governor
and Heads of of what is to and Secretary
divisions. be delivered
Prescribe Milestones, Benchmarks and Hon. Governor Quarterly Assessment Aware of Review by Quarterly
Output Indicators with Secretaries reports how we are Hon Governor
Hon.
and Heads of doing and Secretary
divisions.
Lay down tender procedures and Hon. Governor Public Administration Efficient Review by As and when
Authority for various aspects in the with Secretaries & Provincial Circulars uniform Hon. Governor necessity
contract and Heads of system and Secretary arises
divisions.
coordination Establish/ participate in Inter-agency Hon. Governor Reports on Better Review by Regularly
Coordination arrangements at Provincial with Secretaries coordination meetings relationship Hon. Governor
and Secretariat level and Heads of at Provincial and reduction of and Secretary
divisions. Secretariat level gaps and
avoid
duplication
Establish/ Conduct periodic meetings Hon. Governor Reports on Understandin Review by Regularly
with beneficiaries/ Clients with Secretaries Beneficiary/ Client g of Hon. Governor
and Heads of pproblems y and Secretary
Beneficiary/ y
divisions. Client
problems
Establish/ Conduct regular Staff Hon. Governor Reports on staff Closer staff Review by Quarterly
meetings with Secretaries problems and needs relations and Hon.
Hon Governor
and Heads of better rapport and Secretary
divisions. and
understandin
g
Manage Identify information needs and Hon. Governor Periodic reports on Facilitate Review by Quarterly
information with Secretaries Inputs and Outputs review of Hon. Governor
and Heads of relevant for performance and Secretary
divisions. performance
establish/ maintain MIS
Provide information to Partners/ Hon. Governor Periodic reports to Partners/ Review by Quarterly
St k h ld
Stakeholders with
ith Secretaries
S t i P t
Partners/
/ Stakeholders
St k h ld St k h ld
Stakeholders H
Hon. G
Governor
and Heads of aware of and Secretary
divisions. Secretariat
activities
Provide information to Beneficiary/ Hon. Governor Periodic reports to Beneficiary/ Review by Bi-annually
Client with Secretaries Client aware Hon. Governor
and Heads of of Secretariat and Secretary
divisions
divisions. service
Beneficiary/ Client delivery
Maintaining database and updating the Hon. Governor Progress reports Improved Review by Monthly
physical progress of works with Secretaries development Hon. Governor
divisions.
Institutional Review Secretariat functions and Hon. Governor Updated Secretariat Clarity of Review by As soon as
Development Organization Structure with Secretaries Organization Functions Secretariat Hon. Governor possible and
and Heads of and Structure functions and Secretary reviewed
Ad
Adopt G
Government and
dPProvincial
i i l RRules
l H Hon. GGovernor Government and
G d S
Streamline
li Review
R i bby As soon as
A
with Secretaries Provincial Rules Secretariat Hon. Governor possible and
and Heads of activities and Secretary reviewed
y
Establish staff supervision and appraisal Hon. Governor Staff supervision and Better Review by As soon as
with Secretaries appraisal system internal Hon. Governor possible and
and Heads of control and and Secretary annually
divisions. staff and MDTD
utilization
Formulation of succession plan Hon. Governor Succession plan Improved Review by Annually
with Secretaries statement organizationa Hon. Governor
and Heads of l and Secretary
divisions. performance and MDTD
Capacity Provision updated information and Hon. Governor Skill development Improvement Review by As and when
B ildi andd enhance
Building h th
the knowledge
k l d andd skills
kill off with
ith Secretaries
S t i off H
Hon. G
Governor required
i d
Training employees and Heads of performance and Secretary
divisions. and MDTD
Provision of facilities to employees in Hon. Governor Skill development Improvement Review by As and when
career development with Secretaries of Hon. Governor required
divisions. and MDTD
Providing training in office automation Hon. Governor

Hon Skill development Improvement Review by Quarterly
with Secretaries of Hon. Governor
divisions. and MDTD
Providing opportunity for Local/ Foreign Hon. Governor Secretariat professional Professionali Review by As and when
professional training with Secretaries development sation of the Hon. Governor required
and Heads of programme Secretariat and Secretary
divisions. and MDTD
2. Financial Asses Medium term demand for services Hon. Governor Medium term forecast Clarity in Review by Annually
Management provide by the Secretariat with Secretaries of service delivery medium term Hon. Governor
and Heads of needs resource and Secretary
divisions
divisions. requirement
Budgeting Preparation of Secretariat Budget Hon. Governor Budget Book Clarity in Review by Annually
with Secretaries expenditure Hon. Governor
and Heads of priorities and and Secretary
di i i
divisions. purposes
Preparation of documents for obtaining Hon. Governor Estimates & BOQQ Improved Review by Half Yearly
allocation of funds for development with Secretaries development Hon. Governor
activities and Heads of and Secretary
divisions.
Expenditure Design and Establish Financial Control Hon. Governor Financial Control Improved Review by As soon as
Management System with Secretaries System Document Financial Hon. Governor possible and
andd Heads
H d off C t l
Control andd Secretary
S t reviewed
i d
divisions. annually
Maintain updated information on Hon. Governor Financial Statements Efficient Review by Monthly/
Recurrent and Capital expenditure with Secretaries management Hon. Governor Quarterly
and Heads of of funds and Secretary
divisions.
Calling bids and Entrusting the works Hon. Governor Reports on tender s Proper Review by
with Secretaries awarded contract Hon. Governor
and Heads of management and Secretary
divisions.
Minimising cost over run Hon. Governor Updated progress Improved Review by Monthly
with
ith Secretaries
S t i reports
t performance
f H
Hon. G
Governor
and Heads of and task and Secretary
divisions. achievement
Ensuring the proper use of funds Hon. Governor Financial statements Improved Review by Half yearly
with Secretaries performance Hon. Governor
and Heads of and task and Secretary
divisions. achievement
Budget Review of recurrent and Capital Hon Governor
Hon. Expenditure Reports Financial Deputy Chief Monthly/Qua
Monitoring Expenditure with Secretaries performance Secretary rterly
and and Heads of monitored Finance
Expenditure divisions.
Review
i
Maintain financial discipline Hon. Governor Internal Audit Reports Efficient use Deputy Chief Regularly
with Secretaries of funds Secretary
divisions.
Review Audit statement Hon. Governor Updated audited Proper use of Deputy Chief Monthly
with
ith Secretaries
S t i statements
t t t ffunds
d S
Secretary
t
divisions.
3. Programme/ Review service delivery responsibilities Hon. Governor Statement of service Clarity in Review by As soon as
Development Project with Secretaries delivery service Hon. Governor possible and
Programme Planning and Heads of responsibilities delivery role and Secretary reviewed
divisions. and annually
responsibiliti
es
Prepare rolling medium term service Hon. Governor Medium term service Medium term Review by As soon as
delivery plan with Secretaries delivery plan service Hon. Governor possible and
and Heads of delivery and Secretary reviewed
divisions
divisions. responsibility annually
proritized
Prepare
p annual service delivery
y Hon. Governor Annual service Annual Review byy As soon as
implementation plan with Secretaries delivery improvement service Hon. Governor possible and
and Heads of plan delivery and Secretary reviewed
divisions. targets annually
identified
Prepare the annual implementation Hon. Governor Annual implementation Improved Review by Annually
programme with Secretaries programme organizationa Hon. Governor
and Heads of l and Secretary
divisions. performance
Hon. Governor
Hon
with Secretaries
and Heads of
divisions.
Development Mobilize resource support for financing Hon. Governor Partner/ Stakeholders Resource Review by Annually
Coordination medium term service delivery plan with Secretaries support programme support Hon. Governor
and and Heads of commitments and Secretary
Partnership divisions.
Land identification and assessing the soil Hon. Governor Location plan & site Proper usage Review by As and when
condition with Secretaries plan of land and Hon. Governor required
and Heads of structure and Secretary
di i i
divisions.
Coordinate with the clients for Hon. Governor Cash flow statement Reduction of Review by Monthly
maintaining cash flow with Secretaries wastage Hon. Governor
divisions.
Attending sectoral committee meeting Hon. Governor Updated progress Improved Review by Once in two
with clients with Secretaries reports performance Hon. Governor months
divisions.
Progress Review implementation status and update Hon. Governor Reports on the status of Oversight of Review by Quarterly/
review
i and d service
i ddelivery
li with
ith S
Secretaries
t i service
i ddelivery
li service
i H
Hon. G
Governor A
Annually
ll
monitoring and Heads of delivery and Secretary
divisions. improvement
Preparation of activity chart and cash Hon. Governor Activity bar chart Proper Review by Regularly
flow statement with Secretaries contract Hon. Governor
and Heads of management and Secretary
divisions.
Conduct monthly progress review Hon Governor
Hon. Updated progress Improved Review by Monthly
meetings with Secretaries report performance Hon. Governor
divisions.

Subject/Sector Processes Activity Responsibility Achievements Complementa Time Frame
ry Activities
& Co-
Category Key How Who with Whom Outputs Outcomes responsibilitie
Processes s
1. General Leadership Set Vision Secretary with all Vision Statement is Vision Review by As soon as
Management staffs. prepared. Statement is Secretaries possible &
understood
d t d Committee.
C itt review
i
by all. annually.
Assess the Organizational environment Secretary with unit Report on organisation Shared Review by As soon as
and define culture & values of the heads. defined culture & orientation of Secretaries possible &
Organization. values environment Committee. review
culture & annually.
organization.
Apply NPC culture and identity Secretary with unit Organization culture
heads.
Define mission and Goals of the Secretary with unit Mission and Goal Agreement Review by As soon as
Organization. heads. Statement. on role (what Secretaries possible &
stakeholders Committee
Committee. review
expect)and annually.
performance
(what the
organization
will deliver)
Formulate strategies Secretary with unit Strategy statement. Priority Review by As soon as
heads. actions Secretary & possible &
identified for Team. review
the office annually.
and core of
functions
units.
Define key success factors and indicators. Secretary with unit Organization Good Review by As soon as
heads. Performance Indicator pperformance Secretary
y& ppossible &
Statement agreed. Team. review
annually.
Give feedback to staff. Secretary with unit Quarterly review what needs Review by Quarterly
heads
heads. meeting
meeting. to be done Secretary &
further Team.
identified.
Define key success factors and indicators. Secretary with unit Organizational Good Review by As soon as
h d
heads. P
Performance
f performance
f S
Secretary & possible
ibl &
Indicators agreed. Team. review
Statement annually.
Establish Learning Environment Secretary with unit Statement of Responsibilit Review by As soon as
heads. organization to the y for Secretary & possible &
staff team. performance Team. review
accepted by annually.
the team.
Develop team sprit Secretary with unit Team work Responsibilit
heads. y for
performance
accepted by
the team.
team
Motivate and Create opportunity for collective action.
Secretary with unit
inspire heads.
Facilitate collective action y with unit
Secretary
heads.
Mobilize Identify Stakeholder & Partners and Secretary with unit Periodic meetings with Understand As and when
Support create awareness heads. Stakeholders and Stakeholders required but
partners /Partner atleast twice
expectations a year
Formulate Stakeholder/ Partner working Secretary with unit Partnership Partner Annually
arrangements heads. Programme support
planned
l d
Mobilise Review human resource requirment Secretary with unit
Resource heads.
Review status of office Equipment/
q p Secretary
y with unit
vehicles/ machineries/fixed and movable heads.
assets.
Manage Define service delivery performance Secretary with unit
Performance standards.
standards heads
heads.
Define the organizational and individual Secretary with unit Quarterly Review staff aware Review by Annually
expectation heads. Meetings of what is team.
expected
Define
fi bbenchmarks
h k andd milestones
il S
Secretary with
i h unit
i Quarterly
Q l A
Assessment A Aware off Other
O h Ministry
i i Q
Quarterly
l
heads. Reports how we are &
doing Departments
Prepare responsipility chart Secretary with Responsibility Chart staff aware Review by Annually
supervisory and Duty List of of what is team.
officers Officers expected
Facilitate change management practices. Secretary with unit
heads.
Motivate subordinates Secretary with unit
heads.
Assess service delivery performance. Secretary with
senior staff.
C di ti Establish/Participate
Coordination E t bli h/P ti i t ini Inter-agency
I t S
Secretary
t Reports
R t on Better
B tt Other
Oth M thl
Monthly
Coordination arrangements at Provincial Coordination Meetings relationship agencies.
/National level at Provincial National reduction of
level. gaps and
avoid
duplication
Establish /Conduct periodic meetings Secretary Reports on Understandin Secretary Monthly
with Beneficiaries/Clients Beneficiary/Client g of Commission
problems Beneficiary/
Client
problems
E t bli h/C d t regular
Establish/Conduct l StStaff
ff M
Meetings
ti S
Secretary
t R
Reports
t on St
Staff
ff Cl
Closer staff
t ff Quarterly
Q t l
problems and needs relations and
better rapport
and
understandin
g
Assist to implement national level Secretary
programmes and activities.
activities
Report to appropriate authorities in any Secretary with
emergencies senior staff.
Manage Identify Information Needs and Secretary and staff. Periodic Reports on Facilitate Quarterly
I f i
Information E bli h/M i i MIS
Establish/Maintain IInputs and
dOOutputs review
i off
relevant for Performance
performance
Provide information to Secretary with Periodic Reports to Partners/Stak Quarterly
Partners/Stakeholders Staff. Partners /Stakeholders eholders
aware of
Commission
activities
Provide information to beneficiaries Commission with Periodic Reports to Beneficiary Bi-annually
/Client Secretary Clients /Clients
aware of
service
delivery
activities
Provide information to public news letter. Secretary with
team
Institutional Review Department Functions and Secretary with Updated Organization Clarity of As soon as
Development Organization Structure respective staff Functions and Organization possible and
Structure functions reviewed
annually.
Review delegation of functions Secretary with
recpective staff.
Issue circular instructions and guide lines Secretary with
recpective
ti staff.
t ff
Adopt/review department rules Secretary with
recpective staff.
Establish Staff Supervision
p and Apprisal
pp Secretary
y with Staff Supervision
p and Better As soon as
team apprisal system internal possible and
control and annually.
staff
utilization
Formulate succession plan Secretary with Succession plan Improve Annually
Staff. statement organizationa
l
performance
f
Capacity Provide updated information and enhance Head of the Skill development Improvement MDTD As and when
Building the knowledge and skills of employees Department of required
pperformance
Provide facilities to employees in career Secretary and Skill development Improvement Secretary, As and when
development Administrative of M/Provincial required
Officer. performance Public
Administration
and MDTD
Providing training in office automation Head of the Skill development Improvement MDTD Quarterly
Department of
performance
Provide opportunities for local/foreign
2. Financial Budgeting Assess Medium -term Demand for Secretary, Medium-term Forecast Clarity in Annually
Management service Provided by the Department Administrative of Service Delivery medium term
Officer and Needs resource
Financial Assistant requirments
Assess/review recurrent expenditure Secretary,
needs Administrative
Officer and
Financial Assistant
Preparation of Departmental Budget Secretary, Budget Book Clarity in Deputy Chief Annually
Administrative expenditure Secretary-
Offi andd
Officer priorities
i iti andd Finance
Fi
Financial Assistant purposes
Prepare documents for obtaining Secretary, Estimate Improved
allocation of funds for Exam activities Administrative development
p
Officer and
Financial Assistant
Expenditure Establish Financial management system Secretary and
Management Financial Assistant
Establish / review financial management Secretary and
delegation within department Financial Assistant
Establish good procurement practices. Secretary and
Fi
Financial
i lA
Assistant
i
Constitute Procurement Boards Secretary and
Financial Assistant
Issue
ssue circular
c cu a instructions
st uct o s aand
d guide
gu de lines
es
Maintain updated information on Secretary
recurrent and Capital expenditure
Financial Assistant
Monitoring Review capital and recurrent expenditure Secretary & Expenditure reports Financial Deputy Chief Monthly/Qua
and Financial Assistant performance Secretary- rterly
Expenditure monitored Finance
Review Review bank reconsciliation, Advance
acco nt activity,Advance
account acti it Ad ance to Public
P blic
officers and deposit account
Maintain Financial decipline Secretary & Internal Audit Report Efficience Regularly
Financial Assistant use of funds
Update information on general treasury
circulars and inland revenue circulars for
implementation
Governance
and good
practices.
Development Service Review Provincial guidelines on Secretary and team
Programme
P D li
Delivery f l ti i l t ti and
formulation,implementation d
& Service coordination of plans for provincial
service delivery
y define Review Sectoral service delivery
Policy y y and team Statement of service
Secretary y in
Clarity Commission As soon as
responsibility delivery responsbilities Service possible and
delivery role reviewed
and annually.
responsbilitie
s
Delegate Ensure implement ,delegation of function Secretary and team
Authority and review.
Recruitment Prepare scheme
h off recruitment.
i S
Secretary & S
Statement off service
i Medium
di term Commission
C i i As soon as
A
Administrative delivery responsbilities service possible and
officer & Financial delivery reviewed
Assistant responsbilitie
p annually.
y
s prioritized
Transfer Policy
Resolve Prepare annual implementation plan Secretary and team AIP Improved Annually
appeal organizationa
l
performance
Promotion Scheme
Development Mobilize Resource Support for Financing Secretary & Partner/Stakeholder Resource Annually
Coordination Medium-term Service Delivery plan Financial Assistant Support Programme support
commitments
Coordinate
C di t with
ith the
th client
li t for
f
maintaining cash flow
Attend sectoral review meetings.
Review pproject
j management
g
Progress Review Implementation Status and Secretary & Team Reports on the status of Overseeing Quarterly,An
Review and Update Service Delivery Improvement service delivery of service nually
Monitoring Plan delivery
improvement
Monitor and review progress Secretary & Team
Preparation of activity chart and cash Secretary & Team

fl statement
flow t t t
Maintain updated information on Secretary &
Recurrent and Capital expenditures Administrative
officer & Financial
Assistant
Co-operative Employees Commission,

Commission Northern Province

ry Activities
Category Key How Who with Whom Outputs Outcomes & Co-
processes responsibilitie
1. General Give Set vision Secretary with Vision statement Shared Guidance from As soon as
Management Leadership Chief Secretary & orientation Chairman & possible
Includes set Secretary to the among members
Vision, Hon Governor stakeholders
Mission,
Goals and
Values
Define Mission and goals Secretary with Mission & goals Clarity on Guidance from As soon as
Chief Secretary & statements what Chairman & possible
Secretary to the stakeholders members
Hon Governor expect and
what
commission
delivers
Assess organizational environment and Secretary with Value statements Shared Guidance from As soon as
define values Administrative orientation Chairman & possible
Officer members
Define key success factors and indicators Secretary with Performance indicator Standards of Guidance from As soon as
staff statements best Chairman & possible
performance
f members
b
agreed
Give feedback to staff Secretary with Minutes of Further Guidance from Monthly
Administrative pperformance reviews improvement
p Chairman &
Officer s identified members
Establish learning environment Secretary with Statement of support Continuous As soon as

staff improvement possible and
review
monthly
Conduct staff meetings Secretary with Notes of important Smooth work Weekly
staff
ff matters fl
flow
Motivation Create opportunities for collective action Secretary with Best practices on Collective Support from As soon as
staff Group process action Chairman & possible and
delineated and adopted mobilized for members review
achieving monthly
Mission and
Goals
Facilitate Collective Action Secretary, staff & Best Practices on Employees As soon as
Chairman and Group Action and possible and
members Commission review
understand monthly
roles and
responsibiliti
es
Mobilize Conduct Commission meetings Secretary Minutes of meetings Legally Support from Monthly
Support withChairman & circulated bound Commissioner
Members support to and Asst.
cooperative Commissioner
sector s of Coop.
Development
Manage
P f
Performance
Define Delegation of Responsibilities & job Secretary with Documented job Improved MDTD As and when
Responsibilit
p description
p Staff descriptions
p pperformance required
q
y standards
Establish Initiation to change management Secretary with Booklet of processes Quality Guidance from As and when
Processes practices Staff service Chairman & required
delivery members
Set Prepare all work procedures Secretary with Procedure manual Effective Guidance from Immediately
Procedures Staff service Chairman & and review
delivery members as and when
required
q
Standards of Set standards for work and conduct Secretary with Statements of Increased Relevant As and when
Conduct Staff improved work productivity training by required
standards in terms of MDTD
quality and
quantity
Code of Formulation of Code of conduct Secretary with Code of conduct Self Necessary As soon as
conduct Chief Secretary statements disciplined advice from possible and
and Secretary, review as
empatheticall M/PPA and when
y modified required
working
environment
Coordination
Implement Identify areas of policy action required to Secretary with Issue papers on Resolve Guide lines As and when
Devolution strengthen NPC governance in respect of Chairman & required policy actions devolution from Chief required
Co-operative sector Members issues Secretary
Mediate By commission meetings Secretary with Amicable solutions to Conflict Support from Monthly
Conflicts and Chairman & matters referred to solved and Commissioner
handling Members Commission redresses to
and Asst.
grievances
i grievances
i C
Commissioner
i i
s of Coop.
Development
Inquire
q Havingg a ppanel of independent
p inquiry
q y Secretaryy with Expeditious
p Remedies to As and when
malpractices officers and appoint them for inquiries as Chairman & judgements on reports cooperative required
at cooperative per the nature of cases Members of the Board of employees as
societies Inquiry. well as
punishments
in terms of
commission
judgements
Cooperate Appear before Magistrate as a respondent Secretary or any Court verdicts Remedies to Seek legal As and when
with cases officer with employees/c support from required
seeking Secretary’s proxy ooperative NPC’s Legal
judicial societies for Officers
remedies harmonized
environment
Manage
Information
Provide Establishment of Information Secretary with Co- Required information Improved Commission Continuously
Access to Management Unit operati
operativee doc mented
documented management
Information Employees information
Commission system
Chairman &
Members
Institutional
Development
Delineate Review selection and recruitment Secretary with Statements of schemes Availability Review and As and when
HRM system procedures of co-operative employees Chairman & of recruitment of approval by required
members procedures appropriate the
staff
t ff C
Commission
i i
Issue circulars on cadre assignment an d Secretary with Commission circulars Transparency Review and As and when
establishment matters among cooperative Chairman & and approval by required
societies members accountabilit the
y in Commission
cooperative
societies
Capacity
Building and
Training
Enhance Conduct quality circle meetings, Training Secretary with Regular quality circle Rendering Continuously
Knowledge and Exposure visits staff meeting Minutes quality
and Skills service
Assign cadre Assign appropriate personnel on Secretary with Cadre assignment Effective Review and As and when
to cooperative recommendation of the Board of Society. Chairman & approval letters functioning approval by required
societies members of the
cooperative commission
societies
towards
service
2. Financial Budgeting ll Guidelines
Management Allocate Prepare budget estimates considering Secretary with Document Readiness to from Chief April
resources strategic
t t i results
lt areas andd key
k resultlt areas staff
t ff & Governor
G presentt S
Secretary,
t &
‘s cluster expenditure DCS Finance
Accountant needs
Expenditure
p
Management
Manage Exercise supervision based on monthly Secretary with Monthly statement on Efficient, Monthly
expenditure expenditure planning Staff expenditures effective and
economic
usage of fund
Follow up procurement guidelines Secretary with Accountable and Minimize Issuing Continuously
staff
ff & G
Governor transparent iimproper i
internal
l
‘s cluster expenditures expenditures circulars
Accountant ie less audit emphasizing
qqueries appropriate
pp p
procedures by

ry Activities
& Co-
Category Key How Who with Whom Outputs Outcomes
Processes
1. General Leadership Set Vision Secretary with all Vision Statement is Vision Review by As soon as
Management staffs. prepared. Statement is Secretaries possible &
understood Committee. review
Assess the Organizational environment Secretary with unit Report on organisation Shared Review by As soon as
and define culture & values of the heads. defined culture & orientation of Secretaries possible &
Organization. values environment Committee. review
culture & annually.
Apply NPC culture and identity Secretary with unit Organization culture i i
heads.
heads
Define mission and Goals of the Secretary with unit Mission and Goal Agreement Review by As soon as
Organization. heads. Statement. on role (what Secretaries possible &
stakeholders Committee. review
expect)and
) d annually.
ll
performance
Formulate strategies Secretary with unit Strategy statement. Priority Review by As soon as
heads. actions Secretary & possible &
identified for Team. review
the office annually.
Define key success factors and indicators. Secretary with unit Organization Good Review by As soon as
heads
heads. Performance Indicator performance Secretary & possible &
Statement agreed. Team. review
annually.
Give feedback to staff. Secretary with unit Quarterly review what needs Review by Quarterly
h d
heads. meeting.
i to bbe ddone S
Secretary &
Define key success factors and indicators. Secretary with unit Organizational Good Review by As soon as
heads. Performance performance Secretary & possible &
Indicators agreed.
g Team. review
Statement annually.
Establish Learning Environment Secretary with unit Statement of Responsibilit Review by As soon as
heads. organization to the y for Secretary & possible &
staff team.
team performance Team.
Team review
Develop team sprit Secretary with unit Team work Responsibilit
heads. y for
p
performance
Motivate and Create opportunity for collective action. Secretary with unit
inspire heads.
Facilitate collective action Secretary with unit
h d
heads.
Mobilize Identify Stakeholder & Partners and Secretary with unit Periodic meetings with Understand As and when
Support create awareness heads. Stakeholders and Stakeholders required but
partners /Partner atleast twice
Formulate Stakeholder/ Partner working Secretary with unit Partnership Partner i Annually
arrangements heads. Programme support
planned
Mobilise Review human resource requirment Secretary with unit
Resource Review status of office Equipment/ hSecretary
d with unit
vehicles/ machineries/fixed and movable heads.
assets
assets.
Manage Define service delivery performance Secretary with unit
Performance standards. heads.
Define the organizational
g and individual Secretary
y with unit Q
Quarterly
y Review staff aware Review by
y Annuallyy
expectation heads. Meetings of what is team.
Define benchmarks and milestones Secretary with unit Quarterly Assessment Aware of Other Ministry Quarterly
heads. Reports how we are &
Prepare responsipility chart Secretary with Responsibility Chart staff aware Review by Annually
supervisory and Duty List of of what is team.
Facilitate change management practices. Secretary with unit
heads.
Motivate subordinates Secretary with unit
heads.
Assess service delivery performance. Secretary with
senior
i staff.
t ff
Coordination Establish/Participate in Inter-agency Secretary Reports on Better Other Monthly

Coordination arrangements at Provincial Coordination Meetings relationship agencies.
/N i l llevell
/National at P
Provincial
i i lN National
i l reduction
d i off
level. gaps and
avoid
Establish /Conduct periodic meetings Secretary Reports on dUnderstandin
li ti Secretary Monthly
with Beneficiaries/Clients Beneficiary/Client g of Commission
problems Beneficiary/
Client
problems
Establish/Conduct regular Staff Meetings Secretary Reports on Staff Closer staff Quarterly
problems and needs relations and
better rapport
and
Assist to implement national level Secretary
programmes and activities.
Report to appropriate authorities in any Secretary with
emergencies senior staff.
Manage Identify Information Needs and Secretary and staff. Periodic Reports on Facilitate Quarterly
Information Establish/Maintain MIS Inputs and Outputs review of
relevant for Performance
performance

Partners/Stakeholders Staff. Partners /Stakeholders eholders
aware of
Provide information to beneficiaries Commission with Periodic Reports to C i i
Beneficiary Bi-annually
/Cli
/Client S
Secretary Cli
Clients /Cli
/Clients
Provide information to public news letter. Secretary with
team
Institutional Review Department Functions and Secretary with Updated Organization Clarity of As soon as
Development Organization Structure respective staff Functions and Organization possible and
Structure functions reviewed
annually.
Review delegation of functions Secretary with

recpective staff.
Issue circular instructions and guide lines Secretary with
recpective staff.
staff
Adopt/review department rules Secretary with
recpective staff.
p
Establish Staff Supervision pp
and Apprisal y with
Secretary p
Staff Supervision and Better As soon as
team apprisal system internal possible and
control and annually
Formulate succession plan Secretary with Succession plan Improve Annually
Staff. statement organizationa
l
Capacity Provide updated information and enhance Head of the Skill development Improvement MDTD As and when
Building the knowledge and skills of employees Department of required
performance
Provide facilities to employees in career Secretary and Skill development Improvement Secretary,
Secretary As and when
development Administrative of M/Provincial required
Officer. performance Public
Providing training in office automation Head of the Skill development Improvement MDTD Quarterly
Department of
performance
Provide opportunities for local/foreign
2. Financial Budgeting Assess Medium -term Demand for Secretary, Medium-term Forecast Clarity in Annually
Management service Provided by the Department Administrative of Service Delivery medium term
Officer and Needs resource
Assess/review
A / i recurrent expenditure
di Fi
S i lA i
Secretary, i
needs Administrative
Officer and
Financial Assistant
Preparation of Departmental Budget Secretary, Budget Book Clarity in Deputy Chief Annually
Administrative expenditure Secretary-
Officer and priorities and Finance
Prepare documents for obtaining Secretary
Secretary, Estimate Improved
allocation of funds for Exam activities Administrative development
Officer and
Expenditure Establish Financial management system Secretary and
Management Financial Assistant
Establish / review financial management Secretary and
delegation within department Financial Assistant
Establish good procurement practices. Secretary and

Financial Assistant
Constitute Procurement Boards Secretary and
Financial Assistant
Issue circular instructions and guide lines
Maintain updated information on Secretary

recurrent and Capital expenditure

Financial Assistant
Monitoring Review capital and recurrent expenditure Secretary & Expenditure reports Financial Deputy Chief Monthly/Qua
and Financial Assistant performance Secretary- rterly
Expenditure monitored Finance
Review Review bank reconsciliation, Advance
account activity,Advance to Public
officers and deposit account
Maintain Financial decipline Secretary & Internal Audit Report Efficience Regularly
Fi
Financial
i lAAssistant
it t use off ffunds
d
Update information on general treasury
circulars and inland revenue circulars for
implementation
Governance
and good
g
practices.
Development Service Review Provincial guidelines on Secretary and team
Programme Delivery formulation,implementation and
service delivery
Policy define Review Sectoral service delivery Secretary and team Statement of service Clarity in Commission As soon as
responsibility delivery responsbilities Service possible and
d li
delivery role
l reviewed
i d
Delegate Ensure implement ,delegation of function Secretary and team
Authority and review.
Recruitment Prepare scheme of recruitment. Secretary & Statement of service Medium term Commission As soon as
Administrative delivery responsbilities service possible and
officer & Financial delivery reviewed
Transfer Policy A i bili i ll
Resolve Prepare annual implementation plan Secretary and team AIP Improved Annually
appeal organizationa
Promotion Scheme
Development Mobilize Resource Support for Financing Secretary & Partner/Stakeholder Resource Annually
Coordination Medium-term Service Delivery plan Financial Assistant Support Programme support
commitments
Coordinate with the client for

maintaining cash flow
g
Review project management
Progress
g Review Implementation
p Status and Secretary
y & Team Reports
p on the status of Overseeing g Q
Quarterly,An
y
Review and Update Service Delivery Improvement service delivery of service nually
Monitoring Plan delivery
improvement
Monitor and review progress Secretary & Team
Preparation of activity chart and cash Secretary & Team
flow statement
Maintain updated
p information on Secretary
y&
Recurrent and Capital expenditures Administrative
officer & Financial
Department of Provincial Audit,
Part - I
Subject / Sector Processes Activity Responsibility Achievements Complementa Time Frame
ry Activities
Processes responsibilitie
s
1. General Leadership Set Vision D,I.A with Vision is set Department Review by one month
Managementt
M Deputies
D ti i envisioned
is i i d Chief
Chi f with
ith Annual
A l
for other Secretary Review
Auditee
Institutions
Assess Organizational environment and D,I.A with Organizational Shared Review by one month
define values Deputies environment & Value orientation Secretaries’ with Annual
Statement
S e e aree prepared.
p ep ed. Committee
Co ee Review
ev ew
Apply NPC culture and identity D,I.A

D I A with Apply NPC culture NPC is Review by Ch.
Ch continuous
Deputies adopted & identity distinctively Secy
nurtured recognized
Define Mission and Goals D,I.A with Mission and Goals Agreement Review by Ch. Annual
Deputies developed on mission & Secy Review
goals
Formulate strategies D,I.A with Strategy Statement is Priority Review by Three

Deputies prepared. actions & Chief months with
core Secretary Annual
functions are Review
identified for
Dept.
Define key success factors and indicators D,I.A with Organizational Good Review by Three
Deputies Performance Indicator performance Chief months with
statement is prepared. is agreed. Secretary Annual
Review
Give feedback to staff D,I.A with Orientation given to Better Review by Monthly
Deputies staff performance Chief
of staff Secretary
Establish learning environment D,I.A with Staff are acquainted in Responsibilit Deputies & Monthly
Deputies new line of thinking ies for Audit Teams
performance
accepted by
Teams of
Audit.
Develop team spirit Deputies with Self-realized Better Deputies & Monthly
Team Leaders responsibility qualitative Audit Teams
pperformance Wherever
necessary
Motivate and Create opportunity for collective action D,I.A with Collective actions Improved Deputies & continuous
inspire Deputies facilitated performance Audit Teams process
Facilitate collective action D,I.A with Collective Smooth Regional continuous
Deputies responsibility discharge of Deputies process
established responsibiliti
es
Mobilize Identify stakeholders and partners D,I.A with Stakeholders and Support of Chief at least
support Deputies partners identified Auditee Secretary quarterly
Institutions
obtained for
management
Formulate stakeholder\Partner working D,I.A with Agreed on working Smooth Chief Quarterly
arrangement Deputies arrangement functioning Secretary Review
Mobilize Review human resource requirement D,I.A with HO Human resource needs Obtaining Chief Quarterly
Resource Deputy assessed required staff Secretary basis
Review status of office equipment / D,I.A with HO Needs of equipment & Intimated Chief Three
vehicles / machineries / fixed & movable Deputy vehicle assessed assessed Secretary months
assets needs to
Ch.Secy
Manage Define service delivery performance D,I.A with HO Performance delivery Service All Deputies One month
performance standards Deputy standards set delivery
standards are
acquainted to
staff
Define organizational and individual D,I.A with HO Functional Staff are All Deputies One month
expectation Deputy expectations briefed on
established their service
delivery
requirement
Define benchmarks and milestones D,I.A with HO Bench-marks & Results of All Deputies One month
Deputy milestone are bench-marks
determined are notified
to staff
Prepare responsibility chart D,I.A with HO Responsibility Charts Responsibilit All Deputies One month
Deputy for all categories y Charts are
prepared delivered to
all staff
Facilitate change management practices D,I.A with HO Staff are assisted New All Deputies As and when
Deputy wherever changes are situation is necessary
required
i d iin audit
di ffaced
d and
d
practices. challenges
are met
Motivate subordinates D,I.A with HO Moral support & Better All Deputies Continuous
Deputy encouragement given functioning
to all staff on their own
Assess service delivery performance D,I.A with HO Performance Appreciable Regional Continuous
Deputy assessment is made performance Deputies
monthly. is recorded
continuously
Coordination Establish / Participate in inter-agency co- D,I.A with HO Coordination Coordination Regional Continuous
ordination arrangements at Provincial and Deputy arrangements are with them DCAs
Department Level made with Auditee could avoid
institutions. communicati
on gap &
smoothen
Establish / Conduct periodic meetings D,I.A with Regular Audit Understandin HO & At least
with beneficiaries / clients Deputies Management g& Regional quarterly
Committee ((AMC)) cooperation
p Deputies
p
meetings are attended are enhanced
at ministries & Depts with
institutions
Establish / Conduct regular staff meetings D,I.A with HO Staff meetings are Effective HO & Monthly
Deputy conducted regularly face-to-face Regional
communicati Deputies
on for
guidelines
guidelines,
performance
Report to appropriate authorities in any D,I.A with HO Reports on incidents of Actions are Chief Incidentally
emergencies Deputy irregularities reported taken Secretary
i
instantly
l bby
concerned
departments
Manage Identify information needs and establish D,I.A with HO Information needs Facilitate Regional Monthly
information MIS Deputy identified information Deputies
flow
Provide information to partners / D,I.A with HO Information is notified Concerned Regional Monthly
stakeholders Deputy to concerned parties. parties are Deputies
kept abreast
of
information
Provide information to beneficiaries / D,I.A with HO Information on Audit Ministries & Regional Monthly
clients Deputy query positions notified Depts are Deputies
to all Ministries & assisted for
Departments their
settlements
Institutional Review departmental functions and D,I.A with HO Departmental functions Departmental Chief Half-yearly
Development organizational structure Deputy & Structure are functions & Secretary
reviewed & up-dated
p structure are
regularly. clarified
Review delegation of functions D,I.A with HO Delegation of functions Areas of Regional Reviewed
Deputy are reviewed annually. functions are Deputies annually
known
across the
Dept
Dept.
Issue circular instructions and guidelines D,I.A with HO Instructions & All staff are Regional Continuous
Deputy guidelines are issued notified of Deputies
on administrative
d i i i & their
h i
service matters functions &
responsibiliti
es
Adopt / review departmental rules D,I.A with HO Departmental rules are Staff are Regional Wherever
Deputy designed & issued acquainted Deputies necessary
with
departmental
rules
Establish staff supervision and appraisal D,I.A with HO Standards are set on Individual Regional Quarterly
Deputy supervision on staff Deputies
functions & performance
performance appraisal made are
notified to
respective
Formulate succession plan D,I.A with HO Succession plan is Grooming of M/PPA & Annual
Deputy made for all senior successors PPSC
positions facilitated
Capacity Provide updated information and enhance D,I.A with On-the-job training & Staff are Ch-Secy & Continuous
Building the knowledge and skills of employees Deputies seminars are conducted acquainted MDTP
to audit & office staff with updated
p
knowledge
and skills for
efficient &
Provide facilities to employees in career D,I.A with HO Training is afforded at Staff are Ch-Secy & Reviewed
development Deputy Provincial & National prepared for m?PPA annually
levels for further higher
education positions
Provide training in office automation D,I.A with HO Administrative & All office Deputies; Regular
Deputy financial functions are work is Accountants & basis
automated.d speedily
dil AO
delivered.
Provide opportunities for local/foreign D,I.A with Training is afforded to While their Ch-Secy, Annual
professional training. Ch.Secy, M/PPA suitable staff at efficiency is M/PPA &
& MDTD Provincial & National enhanced for Central Govt.
levels optimum Agencies
performance,
human
Governance Style & standard of administration D,I.A with HO Concerted & Appreciable Chief Secy Continuous
& good Deputy considered good & accepted
practices practices are practices in
standardized & administratio
ingrained in n & delivery
administration. of services.
Part - II
ry Activities
P
Processes responsibilitie
s
2. Financial Budgeting Assess Financial Requirements needed D,I.A Medium-term forecast Clarity in Ch-Secy & Annual
Management for service provided by the department. of service delivery Medium- Prov-Treasury
DD, IA needs are assessed. term
resource
F.A requirements
Assess / review recurrent expenditure DIA

D,I.A Recurrent Expenditures Financial Prov Treasury Annual
Prov-Treasury
needs needs are assessed needs are
DD, IA known well
ahead.
FA
F.A
Preparation of Departmental Budget D,I.A Annual Financial Annual Prov-Treasury Annual
Statement is prepared. financial
provisions
are
authorized
for the year.
Submit draft consolidated requirements DD, IA
to Finance Commission
FA
Consultation with Finance Commission D,I.A Annual Budgetary Required Prov-Treasury Annual
Estimates are prepared.
prepared allocations
DD, IA are obtained.
F.A
DD, IA
FA
Prepare documents for obtaining

allocation of funds for development
activities
i i i obtain
b i supplementary
l provision
ii
if needed.
Expenditure Establish Financial Management System D,I.A Financial Management Internal --- Continuous
Management systems are instituted financial
in Paying Offices. Management
systems are
in place.
DD, IA
Establish / review Financial Management D,I.A Delegation of function Financial HO Deputy & Annual
delegation within department for Financial Control is management Accountant
prepared annually. is performed
in pre-
determined
& consistent
DD, IA manner by
only
delegated
g
officers.
Establish good procurement practices. D,I.A Procurement Compliance ___ Continuous

procedures are with laws &
established in terms of regulations is
laws & regulations. ensured.
DA, IA
FA
Constitute Procurement Boards D,I.A & Deputy Appointed Tender Only Ch-Secy Annual
Board with due delegated
authority annually officers can
handle
procurements
.
Compliance with issued circulars D,I.A, HO Deputy, Compliance with Strict ___ Continuous
Acct & AO legality & regularity compliance
are maintained. is ensured;
and no
questioning
in audit
Maintain up-dated information on D,I.A All financial records Efficient ____ Continuous
recurrent and capital expenditure are maintained Management
promptly
p p y& of Funds;;
appropriately Financial
information
is readily
DD, IA obtained &
Accurate
information
is furnished
periodically
Ensure proper use of funds D,I.A & his annual financial Full ____ Continuous
Deputy planning is made. utilization of
f d for
funds f
optimum &
economic
use.
Monitoring Review capital and recurrent expenditure D,I.A & his Regular monitoring & Expenditures ____ Continuous
and Deputy review are done. are met
Expenditure within
Review provisions on
priority
basis.
Review bank reconciliation, Advance D,I.A & his C Prepare Monthly 1.Ensure that 1.____ Monthly
Account Activity,
Activity Advance to Public Deputy Reconciliation no
Officers and Deposit Account Statement no sooner unauthorized
Bank Statements are payments are
received. made.
C Prepare quarterly 1.Errors &

reconciliation fraud are
statement in respect
p of pprevented.
other accounts
1.Books of
Accounts are
reconciled
with
correspondin
g Treasury.
1. 1. 1.Maintain financial discipline 1.D,I.A & his 1.Ensure financial 2.Satisfactor 2.____ Continuous
Deputy discipline in all key y financial
areas off fi
financial
i l di
discipline
i li
functions enhances
accountabilit
y
y.
2. 2. 2.Update information on General 2.D,I.A & his HO 2.Collection & 3.Staff are 3.____ 1.Continuous
Treasury circulars and Inland Revenue Deputy compilation of laws, conversant
circulars for implementation rules & regulations for with
all staff to study them. governing
regulations.
Part - III

ry Activities
& Co-
responsibilitie
Processes
s
3. Review Continuous Review of Systems and D,IA & his Issue of Audit 4.Improveme ____ Continuous
Development Systems and Controls documentation, provincial Deputies finding/observations, nt/strengthen
Programme Controls guidelines on formulation, Audit Reports, Special ing of
and Service documentatio implementation and coordination of plans Investigation Reports; Internal
n and for provincial audit service delivery carried out special Control
verification of investigations on Systems,
financial request of Hon 5.Prevent
transactions Governor and/or Chief occurrence
and Secretary. of losses.
furnishing
reports
6.Early
detection of
errors and
prevention of
frauds;
7.Ensure
better
accountabilit
y
Review sectoral service delivery D,IA & his Audit service delivery Effectiveness ____ Continuous
responsibility Deputies is reviewed in service
periodically delivery is
enhanced
Update guidelines in audit for D,IA & his Issued instructions on Knowledge ____ Continuous
formulation of sectoral service delivery Deputies preparation of Audit & capability
plan Action Plan of officers in
the field of
auditing
enhanced.
Prepare Medium-term service delivery D,IA & his Prepared Medium-term Audit service ____ Continuous
audit plan Deputies Audit Programme for delivery is
each Team of Audit. reviewed
apart from
monthly
routine
Prepare annual audit implementation plan D,IA & his Annual Audit C Assurance ____ Annual
Deputies Implementation Plan is of early
prepared. completion
of audit
C
Management
i f
informedd off
shortfalls.
C
Management
assured of
audit service
delivery as
pre planned
pre-planned
Review delegation of functions D,IA & his Delegated functions are Emerging ____ Whenever
Deputies periodically reviewed. changes are necessary
confidently
faced and
appropriately
met.
Progress Review implementation status and up- D,IA & his Implementation status Changing ____ Monthly
review & date service delivery improvement plan Deputies is reviewed & service needs are
monitoring delivery improvement taken care of
plan is up-dated. in service
delivery.
Monitor and review progress of audit D,IA & his Progress of audit is C Better ____ Monthly
verification of Accounts of auditee Deputies reviewed and delivery of
institutions monitored monthly y audit
services
C Shortfalls
are identified
in time
C Staff are
encouraged
for
improvement
s in services
C Further
training
needs are
assessed.
C Annual
increments &
promotions
are based on
assessed
performance.
Preparation of Activity Chart and Cash- C D,IA & AO C Activity Charts for C Functional ___ C Annual
flow Statement all senior officers are areas are
prepared & issued identified
and made
known to
them
C D,IA & C Cash Flow C Fund-flow C Monthly
Accountant Statements are is planned
pprepared
p & sent ahead,, and it
monthly to Provincial would avoid
Treasury liquidity
crisis.
Chief Secretary's Secretariat
NEPC
I tit ti
Institutional
l R
Required
i dG Governance IInterventions
t ti E
Expected
t dOOrganizational
i ti l Performance
P f
System
Demands
Role
oe Actions/Activities
c o s/ c v es Responsibilities
espo s b es Ou
Outputs
pu s Result/Outco
esu /Ou co Timeframe
e e
(What) (How) (Who/With Whom) mes
Provide · Set Assist the Council/ Governor/Chief Minister/Board of Chief Secretary with NEPC vision Awareness of
Leadership Vision and Ministers define the culture and identity of NEPC Secretaries and value NEPC System
Values statements Orientation
Apply NEPC culture and identity in sector/ program strategy Chief Secretary with NEPC value Definition of
and operations Secretaries and Heads framework Sector/
of Departments for sectors Programme
and Orientation
programmes
Extend NEPC identity and culture to relations with Chief Secretary with NEPC value Stakeholder
stakeholders Secretaries and Heads framework consensus on
of Departments for NEPC s stem
· Define Assist the Council/ Governor/Chief Minister/Board of Chief Secretary with NEPC Awareness of
Mission and Ministers define the mission and ggoals of NEPC Sector Secretaries Mission and NEPC Mission
Goals G l dG l
Apply NEPC mission and goals in program strategy and Chief Secretary with Sector/Progr Definition of
operations Sector Secretaries and amme Sector/
Heads of Departments Missions and Programme
G l
Goals Mission
Mi i andd
Extend NEPC mission and goals to program relations with Chief Secretary with Mission and Stakeholder
stakeholders Sector Secretaries and Goal consensus on
Heads of Departments framework NEPC Mission
for and Goals
stakeholder
relations
· Create opportunities for collective action Chief Secretary Best Collective
Motivate through Practices on action
and Governor/Chief Group mobilized for
Inspire Minister/Board of Processes achieving
Ministers Chief delineated NEPC Mission
Facilitate Collective Action S
ChieftSecretary
ith Swith
t d d t d
Best dG l
Stakeholders
Heads of Departments Practices on understand
Group role and
Action responsibilitie
· Organize support for NEPC mission and Goals Chief Secretary Programme Stakeholder
Mobilize through for Support for
Resources Governor/Chief canvassing NEPC Mission
and Minister/Board of Stakeholder and Goals
Support Ministers Chief contributions
Secretary with Sector to NEPC
Secretaries and Heads Mission and
of Departments Goals
Create opportunities for sharing of resources Chief Secretary with Sector-based Stakeholder
S t secretaries
Sector t i andd partnership
t hi partnerships
t hi
Heads of Departments policy
Facilitate exchange/
g transfer of knowledge/
g technology
gy Chief Secretaryy with Sectoral Knowledge
g
Sector Secretaries and Programmes networking
Heads of Departments for arrangements
exchange/tra
nsfer of
knowledge/
technology
Manage · Conduct medium to long term political, social and economic Chief Secretary with Ten Understanding
System · IInitiate
iti t AAssess iimplications
li ti for
f medium
di term
t system
t change
h Chi f Secretary
Chief S t with
ith K
Key system
t R
Readiness
di to
t
Renewal, System Sector Secretaries and reform/chang meet future
Change and Reform and Heads of Departments e challenges
Boundaryy Change programmes/
Relations strategies
Establish change management practices Chief Secretary with Change Organization
Secretary PPA management to meet future
focal points challenges
in Ministries
· Present NEPC issues at meetings with the President Governor/Chief Back to Support for
Establish Secretary Office NEPC Mission
li k
linkages d Attend meetings at the Presidential Secretariat
and Chief Secretary/Sector Back to Support for
liaison at Secretaries Office NEPC
national and Report programmes
International Attend meetings at the Prime Ministers office Chief Secretary/Sector Back to Support for
levels S
Secretaries
i Offi
Office NEPCC
Report programmes
Attend Secretaries Meeting (MOFP) Chief Secretary Back to Support for
Office NEPC
Report programme
needs
Attend Chief Secretaries Meeting Secretary PPA Back to Sensitization
Office of NEPC
Report issues
Attend Chief Ministers Conference Secretary PPA Back to Sensitization
Office of NEPC
R
Report t iissues
Attend Governors Conference Secretary PPA Back to Sensitization
Office of NEPC
p
Report issues
Attend MPCLG Coordinating Meetings Secretary PPA Back to Support for
Office NEPC policy
Report issues
Meetings with NEPC Members of Parliament Governor/Chief Back to Support for
Secretary with Sector Office NEPC
Secretaries Report policy/Progra
mme
Define · Clarify Address Implementation of provisions of 13th Amendment Governor Statement of Actions to
Decision Devolved issues strengthen
Making Responsibilit affecting status of
Framework y Draft statutory
y pprovisions for implementation
p of 13th Legal Consultant Policy/Issue Key action
Amendment papers on issues
statutory identified
modalities
for executive
action
Adopt and implement national reform activities Chief Secretary with Policy notes Centre-
Sector Secretaries to guide Province
implementati partnerships
on
Adopt and implement national policies Chief Secretary with Policy notes Centre-
sector Secretaries to guide Province
implementati Partnerships
on
· Set Present policy related issues at Secretaries conference with Chief Secretary with Decisions on NEPC Policy
Policy and the Governor Sector Secretaries Policy/Issue and Planning
Planning papers Framework
Submission of memoranda and concept papers to Governor Sector Secretaries with Decisions on Resolution of
Framework
for approval Heads of Departments proposed NEPC Policy
actions and planning
Submission of memorandum at the Provincial Planning Sub-
Sub Sector Secretaries with Decisions on Sector
Committee Heads of Departments proposed planning
Review Provincial Planning Procedure DCS Planning Up-dating Planning
gaps in procedures
Planning streamlined
Procedures
Review Provincial Financial Regulations DCS Finance Up-dating Financial
gaps in regulations
Financial streamlined
Regulations
Review Provincial Agricultural Development Strategy Secretary Agriculture Up-dating Agricultural
gaps in development
Agricultural strategy
Strategy streamlined
· Assess medium term provincial resource Chief Secretary with Medium- Medium-term
Allocate
All t Assess availability of resource flows DCS Finance Medium
Medium- Improved
Resources term forecast management
of expected of resources
Resource
fl
flows
Prepare Guidelines for formulating Chief Secretary with Up-dated Clarity in
statements of annual expenditure DCS Finance Statement of understanding
requirements Guidelines of expenditure
for assessment
formulation
of
Expenditure
Requirement
s
Review
R i criteria
it i ffor apportionment
ti t off DCS Planning
Pl i U
Up-dated
d t d E it in
Equity i
capital funds between sectors and Statement of allocation of
districts Criteria for resources
Apportionme
nt of Funds
Assess and recommend capital Chief Secretary with Governor’s Internal
expenditure requirements to Governor DCS/Planning Observations consensus on
/ Approval apportionment
of capital
funds
Prepare for budget discussions with the Chief secretary with Statement of Readiness to
Finance Commission DCS Finance, Sector NEPC present NEPC
Secretaries and Heads expenditure expenditure
of Departments needs as per needs
Finance
Commission
Guidelines
Preparation and submission of Provincial Chief Secretary with Approval of Fulfill
Financial Statement for approval of DCS Finance the Governor statutory
Governor requirements
of NEPC
p integrated
Prepare g g for allocation
budgets DCS Finance with Sectoral Ensure
of resources sector Secretaries budgets complementari
incorporating ty of resource
project applications
deliveries
· Manage Exercise oversight of provincial Chief Secretary with Minutes of Effectiveness
g
Expenditures Delegate financial authority Chief Secretary with Statement of Understanding
Sector Secretaries Financial of the limits of
Delegation financial
decisions
Formulate procurement programme DCS Finance with Annual Streamline
- Appoint Tender Boards
- Chair Tender Boards
- Review Tender Limits
Authorize registered suppliers DCS Finance List of Streamline
Registered supplies
Suppliers
Formulate and implement audit Sector Secretaries Annual Economy,
programme Audit Efficiency and
Improvement Effectiveness
- Facilitate audit of the provincial fund Project Directors
and project accounts
- Streamline provincial audit Heads of Departments Audit
Implementati
on
Programme
- Monitor follow-up onaudit querries and DCS Finance
DCS Internal Audit Audit
Monitoring
Programm
Manage cash flows to departmental DCS Finance Monthly Minimize cash
- Cash flow from the Treasury
- Recommend fund allocations
Ensure cash flows to donor funded Project Directors Monthly Minimize cash
- Submit re-imburesement claims for
donor funded projects
- Submit requests for component
adjustment on donor funded projects
- Submit requests for re-allocation among
Review and Monitor expenditure and DCS Finance with Follow-up Efficient use
revenue Chief Accountants action on of resources
Monthly/Qua
rterly
Statements
Report to Public Accounts Committee Chief Secretary with Follow-up Reinforce
Sector Secretaries and action on public
DCS Finance Back to financial
Office accountability
Reports
Report to Finance Commission Chief Secretary with Follow-up Ensure
DCS Finance and DCS action on allocation and
Planning Back to use of funds
Office for purposes
Report specified
Initiate action to broaden revenue sources DCS Finance Revenue Mobilize
Mobilization additional
g
Programme resources
· Prepare guidelines for formulation, Chief Secretary with Up-dated Coherence in
Formulate Prepare guidelines for formulation of DCS Planning with Up-dated Efficiency and
and sectoral service delivery plans Sector Secretaries and Guidelines effectiveness
Implement Heads of Departments for Sector in the delivery
Plans for the Service of services
delivery of Delivery
services Planning
I
Integrate service
i ddeliveries
li i off Sector
S S
Secretaries
i with
ih S
Sector Ensure
E
Departments and Projects in sector Heads of Departments Service complementari
service delivery plans and Project Directors Delivery ty of actions
pplans between
service
providers
Review and restructure service delivery DCS Planning with Up-dated Service
planning processes and procedures Sector Secretaries Procedures delivery
for planning arrangements
d li f li d
Set ppriorities for pprovincial service Governor,, Chief Check List Clarify
y
deliveries Secretary, Sector for rationale for
Secretaries (Secretaries prioritizing service
Meeting with the Provincial deliveries
Governor) Service
Deliveries
Review application of service delivery DCS Planning with Review Clarify
priorities in sector plans Sector Secretaries Reports by rationale for
DCS sectoral
Planning service
delivery plans
Prepare and apply checklist for appraisal DCS Planning and Project Streamline
of project proposals for improving DCS Finance Appraisal project
services Reports appraisal
Issue guidelines for preparation of DCS Planning with Sector Clarity and
A
Annual l IImplementation
l t ti Pl Plan DCS Fi
Finance S
Secretaries
t i consistency
it iin
and Heads of approach to
Departments implementatio
up-dated
p on n pplanning
g
the
preparation
of AIP
Review and update Annual DCS Planning with Up-dated Implementatio

Implementation Plan Sector Secretaries and AIPs n planning
Heads of Departments streamlines
Prepare provincial environmental plan DCS Planning Plan Define
Document framework for
circulated implementatio
n activities
Prepare provincial physical plan DCS Planning Plan Define
Document framework for
circulated implementatio
n activities
Prepare District level plans DCS Planning District Plans Identify
circulated district level
breakdown of
investments
Facilitate preparation of village resource DCS Planning Village Define
plans Resource framework for
Plans community-
based planning
Conduct meetings of the Provincial Chief Secretary with Minutes of Coordination

Planning Committee DCS Planning PPC of sectors and
circulated districts
Participate in project feasibility studies DCS Planning with Project Facilitate
S t S
Sector Secretaries
t i andd F
Feasibility
ibilit project
j t studies
t di
Heads of Departments Studies
Implement national service delivery DCS Planning with Implementati Centre-
p g
programmes and projects
p j Sector Secretaries on Reports
p Province
partnership
Formulate and introduce disaster Secretary RR&SW NEPC Disaster
management/ mitigation service delivery Disaster Readiness
programmes/ plans Management
Mitigation
Plan
Establish · Reconfirm delegation of functions Secretary/PPSC Statement of Scope and
Accountabilit Define delegation of limits of
y Decision functions authority
Making authorized defined
Processes by the
and Governor
Procedure Issue circular instructions and guidelines on cross-sectoral Chief Secretary and Heads of Integration of
s matters Sector Secretaries Departments/ cros sectoral
P j t
Project themes
th in
i
Directors sectoral
Knowledgea programmes
ble on Cross
sectoral
matters
· Establish NEPC Information Desk Director CIRM A NEPC Ensure public
Provide Public awareness of
Access to Information NEPC
Informatio Service development
n activities
Information Focal Points in Ministries,
Ministries Departments and Director CIRM with Citizen Ensure public
Projects Sector Secretaries and access to awareness of
Heads of Departments information NEPC
development
activities
· Set Introduce a code of ethics for NEPC officials Secretary PPA Charter of Ensure client-
Standards Professional friendly and
of behaviour accountable
Profession behaviours
al
Conduct
Review and · Chair Boards of Management of special Chief Secretary with Minutes of Accountability
Assess Supervise and guide semi-autonomous provincial authorities Chief Secretary with Check List of Accountability
Performance Directors of concerned
Corporate of special
organizations Governance institutions
Practices
· Design and install monitoring system Chief Secretary with Best Streamline
Monitor DCS Planning & DCS Practices for monitoring
- Development activities Sector
S
Secretaries/Project
t i /P j t
Directors/Director
CIRM
- Service deliveries
- Expenditures
Establish management information system (MIS) DCS Planning and Progress Ensure
Sector Secretaries Reports availability of
Information
for Monitoring
Conduct review meetings Chief Secretary with Up-dated Ensure
DCS Planning and Work Plan monitoring
Sector Secretaries and Follow- actions
up action on
decisions
Record monitoring findings Minutes of Ensure
- Secretaries Committee with Governor Secretary to the Coordination availability of
- Secretaries Committee with Chief Secretary Governor / Monitoring monitoring
- Provincial Planning Committee Sector Secretaries Meetings information
- Provincial Project Coordinating Committee DCS Planning
- Sectoral Monitoring Committee DCS Planning and
- Governors Conference PDD
- Chief Ministers Conference Sector Secretaries
Authorize duties and travel programmes of Secretaries and Chief Secretary Diaries Efficient
Directors maintained management
by of time and
Secretaries/ work
Heads of
Departments
Office autormation and mail tracking DCS Planning and Progress Efficient work
system
t S
Secretary
t PPA R
Reportst arrangements
t
· Review Benchmark service delivery performance DCS Planning with Service Accountability
Performance standards Sector secretaries and delivery in service
Heads of Departments performance deli er
Make field/site visits to check access to Heads of Departments Reports on Monitoring of
benefits to target groups service benefits
outreach/ben
eficiary
access tto
services
Undertake periodic client assessments Sector Secretaries with Outsourcing Social
service delivery performance Heads of Departments of accountability
performance of service
reviews delivery
· Provide Establish and streamline information Sector Secretaries and Information Greater public
Public dissemination Project Directors Releases awareness
Information Review and improve contents and Sector Secretaries and Up-dated Sharing of
structures of news letters Project Directors News Letters information
Establish reporting to citizens Sector Secretaries with Citizen News Greater client
Heads of Departments Letter awareness
Build · Conduct Secretaries Meeting Chief Secretary with Minutes of Inter-sectoral

Partnerships Coordination DCS Planning Meetings complementari
and Networks with and Conduct Sector Meetings
g Sector Secretaries Minutes of Intra-sectoral
between Meetings complementari
Government circulated ty of activities
Agencies Coordinate and integrate programmes of CLG with DCS Joint Work Territorial
Local Authorities and Divisional Planning Programmes (local)
Secretariats complementari
ty of activities
Coordinate with District Secretaries DCS Planning Joint Work Territorial
(participate at District Coordinating Programmes (district)
Committee Meetings) complementari
ty of activities
Implement activities on behalf of national Sector Secretaries with Implementati Centre
Centre-
agencies (Programmes, Projects, Heads of Departments on Province
Activities and Events) Programmes partnership
and Reports
R
Reportt tto appropriate
i t authorities
th iti in i eventt Secretary
S t RR & SW Li
Listt off key
k
of any emergency persons to be
informed
· Partner Establish pprogramme
g for ppromotion of Relevant Sector NEPC Clarify
y role of
with the the private sector Secretaries with Heads Private the private
Private sector of Departments and Sector sector in NEP
DCS Planning Development development
Programme
Establish programmes for partnership DCS Planning with NEPC Public- Clarify
with the private sector for provision of Sector Secretaries Private opportunities
provincial services Partnership for public
P
Programme –private
i
partnerships in
NEP
development
p
· Obtain participation at appropriate DCS Planning NEPC Clarify
Network with coordinating committees NGO/INGO opportunities
INGOs/NGOs Programme for
/ Civil NGO/INGO
Society partnership
Participate at meetings of CHA DCS Infrastructure Follow-up Re-inforce
action on NGO
Back to partnership
Office actions
Report
Convene provincial NGO consortium DCS Planning NGO/INGO Re-inforce
Programme NGO
Sector Secretaries
E t iinto
Enter t MOU
MOUs S
Sector
t S Secretaries
t i P
Partnerships
t hi Establish
E t bli h
with NGO
NGOs/INGO partnerships
s
· Access Establish formal/informal contact with Chief Secretary with Donor Donor
Donor Donors DCS Planning and Expressions development
Support Sector Secretaries of Interest cooperation
Cause issuance of letter of interest to Chief Secretary with Positive Facilitate

External Resources Department DCS Planning and ERD donor
Sector Secretaries response cooperation
Cause initial discussion with executing Chief Secretary with Agreement/ Facilitate
agency at the Centre DCS planning Understandin donor
g with cooperation
Executing
A
Agency
Cause request from Executing Agency Chief Secretary with Request to Facilitate
through ERD for Project Preparation DCS Planning ERD for donor
Participate
p in pproject
j ppreparation
p and Sector Secretaries Provide Facilitate
negotiations Conceptual donor
and cooperation
Programme
inputs
Sign agreements on behalf of the Chief Secretary with Report on Establish
Provincial Council Sector Secretary NEPC donor
Commitment partnerships
s and
Benefits
Validate MOU entered into by provincial Chief Secretary with Issue Establish
agencies Sector Secretaries commitment donor
letters on partnerships
behalf of the
Provincial
Council
Solicit co-financing where required Project Directors Partners Establish multi-
identified donor
partnerships
Monitor and Review progress of project Chief Secretary with Causes for Timely
activities DCS Planning and delays/ utilization of
Sector Secretaries slippage funds
identified
and corrected
Fulfill accounting and reporting Project Directors Check list of Transparency
requirements Accounting in donor
and partnership
Reporting actions
Requirement
s
· Manage Establish project management unit/cell Sector Secretary with Project staff Efficiency in
Monitor and review progress Findings of Streamlinethe
- Donor agency meetings/review DCS Planning Review use of donor
missions Project Directors missions assistance
- Project monitoring meetings
- National Steering Committee Meetings Quarterly
progress
Review
meetings
Corrective
measures
agreed upon
with donors
Facilitate procurement Sector Secretaries with Check List Efficiency in
- Constitute tender boards/ technical Project Directors on the use of
evaluation committees Procurement donor
- Chair tender boards Practices assistance
Regulate project management DCS Planning/DCS Best Streamline the
Finance with Sector Practices use of donor
Secretaries assistance
project
j t
activities
mainstreame
d
· Liaise Review of public relations arrangements in major provincial Sector Secretaries and NEPC Public Enlist public
with the Investigate into public complaints Sector Secretaries and Reports on Accountability
Publics Heads of Departments Public in relations
Complaints with the public
acted upon
Receive delegations/ associates Governor/Chief Information Promote links
Secretary with Sector Releases with publics
S
Secretaries
t i
Receive foreign dignitaries and associates Governor/Chief Information Promote links
Secretary with Sector Releases with publics
Secretaries
Meet with trade unions and associations Secretary PPA Minutes of Ensure
Meetings positive sum
staff relations
· Image Represent NEPC at national and international for a Governor/Chief Information Promote the
building Responding to and prompt action on media news reports Sector Secretary with Remedial do
Heads of Departments
p action on
News
Reports
Participate in events to recognize excellences, outstanding Governor/Chief Information do
achievements,
achievements encouraging vulnerable and disabled,
disabled Secretary with Sector Releases
commemoration of major historical events Secretaries and Heads
of Departments
Represent the Provincial Council at gazetted events Sector Secretaries Information do
Releases
Resolve · Identify areas of policy action required to Chief secretary with Issue papers Resolve
Conflicts Establish dialogue with appropriate Chief Secretary with Presentation Resolve
central authorities to resolve issues Sector Secretaries of issues at devolution
appropriate issues
for a
· Establish Alternate Dispute Resolution Secretary PPA with Institutional Alternate
Mediate arrangements Legal Consultant mechanisms opportunities
Conflicts in place for for resolving
mediation of conflicts
disputes
· Litigate Implement Court Orders Sector Secretaries Reports on Ensure and
Appear before Courts, Commissions of Legal Consultant Reports on do
Filing cases to safeguard interests of the Legal Consultant Reports on do
NEPC progress
Measures to reframe all local government CLG with Legal Local do
by-laws/regulations Consultant government
By-laws
Programme
Updating precedence data Legal Consultant Information do
on
precedence
Build case database Legal Consultant with MIS on do
Sector Secretaries Legal
Actions
Make decisions/orders regarding Legal Consultant, Reports on do
violation/breach of fundamental, civil or Sector Secretaries and violations/br
any other legal rights of parties Heads of Departments aches of
· Handle Formulate and install grievance handling Sector Secretaries All parties Alternate
Grievances system aware of opportunities
grievance for redressing
handlingg ggrievances
arrangements
at NEPC
Establish arrangements for redressing Sector Secretaries All parties do
grievances at different levels able to
access the
grievance
handling
system
irrespective
of status
Formulate and install public grievance Sector Secretaries Public able do
handling system to make
representatio
Establish · Establish Sectoral Service Delivery Sector Secretaries with Roles and Inter-
Organizationa Cl if structures,
Clarify t t processes, resources Director
Di t MDTD with ith Key
K IIntra-
t
l and Human and incentives of Departments, Divisions Sector Secretaries, performance organizational
Resources and Projects Heads of Departments imperatives interactions
Management
g and Project Directors identified
Systems Organizations define behavioural Director MDTD with Common Positive
standards of work performance Heads of Departments, Understandin Organizational
Divisions and Project g of Orientation
Di O i i
Attend to establishment matters in terms Secretary PPA with Letters of Clarity in
of delegated authority Heads of Departments delegation of organizational
authority
y responsibility
p y
of staff
· Review human resource management Chief Secretary with Statement of Efficient and
Delineate Identify sources for supply of HRM Chief Secretary with Statement of Support
Human needs including outsourcing/ contractual Secretary PPA and PIP delivery and efficient and
Resource provision procurement effective staff
Management arrangements performance
System HRM inputs
Review of provincial staffing and cadres Sector Secretaries with Statement of Efficient and
Heads of Departments provincial effective
staffing and deployment of
cadre staff
requirements
Review selection and recruitment Sector Secretaries with Statement of Availability of
procedures including need for re- Heads of Departments positions to appropriate
p y
employment and S/PPSC be filled and staff
procedures
for selection
and
recruitment
Transfer of provincial public service S/PPSC Statement of Staff mobility
Monitor disciplinary control of staff Sector Secretaries with Reporting of Apply
Heads of Departments disciplinary standards of
andd S/PPSC actions
ti b h i
behaviour
Create ·
Capacity
p y Enhance
Knowledge
and Skills
· Orient
Attitudes
Campaign for DCS Finance with Progress
financial discipline Sector Secretaries and Reports
and conduct Heads of Departments
among officials
· Design and install information DCS Planning with Work
Improve management strategy Project Directors Plans/Progre
Systems and - Standardize MISs for mainstreaming Director MDTD ss Reports
Procedures purposes Sector Secretaries and
- Introduce E-governance practices Project Directors
- Review and improve contents and
structures websites of NEPC
Design and establish provincial archive Secretary PPA Work
- Electronic archive of institutional Plans/Progre
Formulate and implement programme for Chief Secretary with Work
outsourcing of services Sector Secretaries Plans/Progre
ss Reports
·
Establish
Processes and
Relationships
· Initiate Revamping and capacity building of local CLG and PIP Improved
Sector/ authorities systems and
Agency procedures
ifi
ACTIVITY HAND BOOK
MOTOR TRAFFIC DEPARTMENT
Complementa
Subject / Sector Process Activity Responsibility Achievements
ry
activities & Time Frame
Category Key Process How Who Outputs Outcome Co-
responsibilitie
Awareness Deputy Chief
General Strength, weakness about Annually/as
Leader ship Environment Scanning Commissioner secretary
management opportunities & threats internal & required
finance
external
Better Deputy Chief
Vision Statement of understandin Annually/as
Vision to support for Divisions Commissioner secretary
our organization
i ti g about required
i d
finance
future
Clarification Deputy Chief
to staff about Annually/as
Mission to all divisions and functions Commissioner Mission statements secretary
direction to required
i d
finance
achieve
Well Deputy Chief
Goals and objectives to divisions & Qualified & Quantified informed Annually/as
y
Individuals statements staff
ff about
b required
finance
qualified &
No conflicts Deputy Chief
More Cooperate staff Annually/as
Ensure team sprit
p Commissioner & more secretary
y
& teams required
satisfaction finance
Well in formed & well performances Annually/as
Making as learning organization Commissioner secretary
trained staff & required
finance
satisfaction
More Deputy Chief
List of KRA & concentration secretary Annually/as
Define key Result areas & indications Commissioner
function wise among the required
finance
staff in KRA
Free form Deputy Chief
errors & Annually/as
Design best internal control system Commissioner good feed back secretary
good quality finance required
fi
at work
Deputy Chief
Satisfaction Annually/as
Freedom for innovations Commissioner Innovation secretary
& good will required
fi
finance
No error in Deputy Chief
Communication net communicati Annually/as
Better communication net work Commissioner secretary
work
wo on and required
equ ed
finance
smooth &
Sustaining the human Resources of Personal Emolument Human Deputy Chief
Service delivery system Resource of Annually/as
service required
q
finance
delivery
Public Safly Issued 150,000 vehicle Incresed Deputy Chief
revenue Licenses provincial Annually/as
Council required
i d
finance
Income
Mobilization Medium Deputy Chief
General Medium term forecast Term Annually/as
of Resource Identify medium term divisions needs Commissioner secretary
M
Management
t off resource N
Needs
d perspectives required
i d
and assistant finance
on Resource
Quick Deputy Chief
List of resources center Mobilization Annually/as
Identify
y source for resource supply
pp y Commissioner secretary
y
/ suppliers for
f required
i d required
finance
resource
Fulfillment Deputy Chief
Arrange and allocate scare and valuable Resource Equal to of Annually/as
y
resource Responsibility R
Reasonabilit
bilit required
finance
y
Clear Deputy Chief
Annually/as
Delegation Identify staff & function to be delegated Commissioner List of staff & function understandin secretary
g about staff required
finance
& function
Good Deputy Chief
List of Skill & decision Annually/as
Analyses of skill & knowledge Commissioner secretary
Knowledge making required
finance
about
Reference of circulars Awareness Deputy Chief
of delegation Annually/as
Analyses of delegate authority Commissioner about appointing secretary
& required
P
Power & authority
h i fi
finance
appointment
Better Deputy Chief
Posting & delegation Perspectives Annually/as
Delegating authority & Reasonability Commissioner secretary
of Function at required
fi
finance
coordination
Sequence of Clear Deputy Chief
Analysis interdependency of internal & interdependency and understandin Annually/as
coordination Commissioner secretary
External
e Group
G oup relationship between g of required
equ ed
finance
the divisions interdepende
Organizational chart / Easy & Clear Deputy Chief
Annually/as
Develop a structure to coordinate Commissioner structure & network of understandin secretary
g of relation required
q
function / Activity finance
ship &
Group Deputy Chief
Delegation & communication based on Annually/as
Commissioner Hiracy / Scalar chain responsibility secretary
structure
t t & Team required
i d
finance
spirit
Meeting minutes & Clarification Deputy Chief
Conduct meeting at divisional or ,justification Annually/as
Commissioner solutions from secretary
organizational
i ti l & adjustment required
i d
Discussions finance
into
Standardizati Deputy Chief
Set some Procedure / rules to Annually/as
Commissioner Guidelines & Circulars on of secretary
y
performances & communications required
Coordination finance
Clear
Management Understandin Deputy Chief
Nature of Valuable Annually/as
I f
Information
ti A l i the
Analysis th information
i f ti tot be
b managedd C
Commissioner
i i g secretary
t
information required
System requirement finance
of MIS
Access & Deputy Chief
support A
Annually/as
ll /
System analysis Commissioner System For MIS secretary
Decision required
finance
making using
Some Prominent Better Deputy
eputy Chief
C e
database
d b with
i h tables
bl understandin
d di Ann all /as
Annually/as
Define database to be maintained Commissioner secretary
required field & g of features required
finance
features at
Reporting & publication to stakeholders Transparency Deputy
p y Chief
Annually/as
Commissioner Reports & Publication among the secretary
at their required format required
stakeholders finance
Deputy
p y Chief
Net Work,
Work WebPages Improved Annually/as
Using updated IT Commissioner secretary
& other accessories MIS required
finance
Update & secure database & acquire new Updated information decision Annually/as
IT with best IT making required
finance
model
Deputy Chief
Control List of KRA functional Awareness Annually/as
Identifying Key results areas Commissioner secretary
P
Process wise
i about
b t KRA required
i d
finance
Understandin Deputy Chief
Annually/as
Define Standards & target date Commissioner standards & target date g of standard secretary
and required
i d
finance
awareness of
Acceptance Deputy Chief
Evaluation tools / of Evaluation Annually/as
Define Evaluation tool Commissioner secretary
y
methods M
Method
h d/ required
finance
tools &
Decision Deputy Chief
Comparisons with standard or other Annually/as
Commissioner Deviation /Imbalances support
pp secretary
y
criteria's required
system finance
Standard Deputy Chief
Correction & improvement action if Correction Performance Annually/as
needed at Progress meeting /Improvement with required
finance
Improvement
Awareness Deputy Chief
Institutional of Islan trend Annually/as
Review Division function with Island Commissioner SWOT secretary
Development & required
finance
organization
Clear Deputy Chief
Identifying needs to be improved & Internal / external Concept for Annually/as
threats to be defended Audits improvement required
fi
finance
/Better
defense
understandin Deputy Chief
Annually/as
Manage
g Join design & performances indicators Commissioner g of jjob secretary
required
Performance List of duties & indicato responsibility finance
fi
More
suitable Deputy Chief
Annually/as
Commissioner placement of secretary
required
equ ed
Define Skills & Knowledge Qualification profile for staffs finance
Comparison
& decision Deputy Chief
Annually/as
Commissioner More suitable appraisal making secretary
required
q
Job evaluations about jobs & finance
Better
achievements Deputy Chief
Identifying necessary improvements to Annually/as
Commissioner & secretary
f lfill the
fulfill th jjob
b required
i d
Necessary improvement satisfaction finance
Supporting
to decision Deputy Chief
Identifying needs of staffs to be fulfilled Annually/as
Commissioner about secretary
b the
by th job
j b required
i d
Statement of Needs to b motivations finance
Support to Deputy Chief

Identify other factors influencing Annually/as
Commissioner managing
g g secretary
y
employees performance required
List of factors Performance finance
Strategies such as job Career
Rota tion, job development Deputy Chief
Annually/as
Develop
p strategies
g to ensure pperformance Commissioner enlargement, job s & better secretary
y
required
enrichments Performance finance
Decision Deputy Chief

Annually/as
Identify needs & other factors influencing Commissioner supporting to secretary
required
Motivation over the employee List of needs & other facmotivation finance
More
satisfaction Deputy Chief
Annually/as
Commissioner & interest
te est at secretary
required
Prepare motivation strategies & theories Strategies & theories work finance
Deputy Chief
Annually/as
Fixingg monthly
y and yyearly
y reporting
p g Commissioner Calendars for Awareness at secretary required
Reporting dates Statements of revenue reporting fi
finance
Decision
support to Deputy Chief
Annually/as
Commissioner next yyear secretary
required
Analysis of revenue Revenue statement budget and finance
fi
Clarification
of Deputy Chief
Annually/as
Financial Appointing audit Committee & Review Commissioner Committee & Review observation secretary required
equ ed
control meeting minutes and finance
Stores Understandin Deputy Chief
Annually/as
Management Commissioner g of secretary
required
& Board of Introducing fixed assets important of finance
survey Management/monitoring chart Chart & Guidelines management
Verification
and
d fi
finall Deputy Chief
Annually/as
Commissioner action about secretary
required
Appointing board of survey Board inventories finance
Deputy Chief
Annually/as
Commissioner Review secretary
required
Review of progress Meeting &Correction finance
next yyear
requirement Deputy Chief
Annually/as
Commissioner with Purpose secretary
required
Developing Draft Estimate Preparation for Financial and at finance
Programme Budgeting statement Draft Estimate Priority basis
Allocation of Deputy Chief

Annually/as
Commissioner resources secretary
required
Preparation of Financial Statement Financial statement from DCS(f) finance
Clarity of
available Deputy Chief
Annually/as
Advance A/C activities & Advance to PO Commissioner natural secretary
required
budget preparation
p epa at o Budget for ad. A/c activ resources
esou ces finance
Deputy Chief
Annually/as
Revised estimate Including Commissioner Re allocation secretary required
Supplementary/FR
pp y Revised Financial Statemof resource finance
Deputy Chief
Annually/as
Reporting Commissioner Calendars for Awareness at secretary required
for DCS Fixing
g yyearly
y reporting
p g dates Statements & A/Cs reporting
p g finance
Final and Quarter Confirmation
A/Cs(Appropriation s of balances Deputy Chief Annually/as
Prepare accounts as required & Commissioner A/C s, with more secretary
required
reporting relevant agencies Reconciliazation A/Cs) accuracy and finance
Decision
support to Deputy Chief
Annually/as
Commissioner next year secretary
required
i d
Analysis of revenue Appropriation A/Cs budget and finance
Stores Understandin Deputy Chief

Management g of Annually/as
y
& Board of Introducing fixed assets important of required
finance
survey Management/monitoring chart Chart & Guidelines management
Verification
and final Deputy Chief
Annually/as
Commissioner action about secretary
required
Appointing board of survey Board inventories finance
Deputy Chief
Annually/as
Commissioner
C i i Review secretary
required
Review of progress Meeting &Correction finance
Activity Handbook - 2007

Provincial Planning Secretariat
Subject/Sector Process Activity Responsibility Achievements Complementa Time Frame
ry Activities
& Co-
responsibilitie
Category Key Process How Who with Whom Outputs Outcomes s
1.General Give
Management Leadership
Set Vision & Through brainstorming sessions, define DCS- Planning Organization culture & Awareness & Guidelines Annually
Values the organization culture & identity of with Chief identity of NEPC transparency from Council,
NEPC in respect of PPS Secretary of PPS Governor,
functions and Chief
system Secretary,
orientation Finance
Apply NEPC organization culture & DCS-Planning Identification of roles, Development Chief Continuously
identity in PPS program strategies & with Secretaries functions & programs of Secretary,
operations and Heads of responsibilities PPS in Secretaries &
Departments NEPC Heads of
framework Departments
Extend NEPC identity & culture in DCS-Planning Awareness & Development Chief Continuously
respect of PPS program relation with with Secretaries consensus for programs of Secretary,
stakeholders and Heads of stakeholders stakeholders Secretaries &
Departments in NEPC Heads of
framework Departments
value
Through brainstorming sessions, define DCS- Planning Vision and Value Effective Chief Continuously
vision and values of PPS with Chief statements for PPS system Secretary,
Secretary approaches Secretaries
and process
Provide directions & guidance towards DCS-Planning Set of directions and Better Chief Continuously
formulation of vision, values &strategies with Secretaries Guidance coordination Secretary,
to stakeholders and Heads of & service Secretaries &
D
Departments provision
ii b Heads
by H d off
stakeholders Departments
Define Through brainstorming sessions with Chief Secretary, Mission statement and Awareness, Secretaries Annually ( if
Mission & relevant officials DCS-Planningg & Goals of PPS transparency
p y and heads of necessityy
Goals sector secretaries & departments arises)
and heads of identification
departments of objectives,
functions and
systems of
Apply mission & goals in PPS Chief Secretary, Programmes for More Secretaries Continuously
programme strategy & operations DCS-Planning & achieving mission and contribution and heads of
sector secretaries goal of PPS towards good departments
and heads of governance
departments
Extend PPS mission and goals to Secretaries and Awareness to More Secretaries Continuously
program relation with stakeholders heads of stakeholders & better contribution and heads of
departments coordination & towards good departments
consensus. governance
Motivation Create opportunities for collective action DCS-Planning, Best practices on group
Collective Governor, Continuously
Project Directors process delineated andaction Chief
of Donor funded adopted mobilized for Secretary,
projects achieving Secretary-
mission and PPA, PIP
l f PPS
Facilitate collective action Chief Secretary, Best practices on Effective DCS- Continuously
DCS-Planning, DS-collective action and service Planning, DS-
MDTD team approaches delivery MDTD, PIP
Mobilize Identify and Organize support for DCS with Chief Support and program Stakeholder Sectoral Continuously
Resources functions of PPS Secretary for stakeholders support for heads, District
and support contributions PPS mission Planning Units
and goals
Allocate resources Governor, Finance Resources Achievement DCS-Finance Annually
Commission, Chief of mission and
Secretary, DCS- and goals periodically
Planning, Project
Directors of Donor
funded projects,
Create opportunities for sharing resources DCS-Planning, Resources Achievement Governor, Continuously
Secretaries & of mission Chief
Project Directors and goals Secretary,
of Donor funded Secretary-
Facilitate exchange/transfer of DCS-Planning Updated sector based Exchange, Chief Continuously
knowledge/technology with related resources transfer of Secretary,
external and knowledge, Heads of
internal agencies technology central and
and provincial
networking agencies
arrangements
Initiate Assessing organizational needs for DCS-Planning, Reformed systems and Readiness to Heads of Continuously
system system change Chief Secretary, change management meet future Departments,
reform and Consultants pprocedures challenges
g Heads of
change District
Planning Units
Mobilize
support
National Attend National agencies, donor agencies DCS-Planning, Coordination Strengthenin Governor, Periodically
linkages, meetings Director, Deputy established with g of Chief and upon
International Directors. national and processes Secretary, invitations
linkages international agencies,
agencies and DCS Finance
DCS-Finance
Mobilization of achievement
resources, Internalizing of goals
modern technologies
Conduct PPC, Secretaries, progress DCS-Planning, Sector coordination,

Solutions for Secretaries, Monthly ,
review meetings and special meetings Secretaries and Identification of
issues and GAA, PDs of quarterly
h d
heads off gaps,needs
d andd
constraints,
t i t D
Donor f d d
funded
departments constraints successful projects, heads
implementati of departments
on of
Attend meeting summoned by the DCS-Planning Regulation and change Smooth Chief On
Presidential Secretariat, Prime Minister's of functions functions and Secretary, intimation
office Ministers better service Secretaries
provision
Partner with Formulate program for promotion of DCS-Planning, Private sector Dynamic and Governor, Annually
private sector private sector Chief Secretary, development/promotio thriving Finance
Relevant Heads of nal programs private Commission,
Departments and enterprises. DCS-Finance
Leading
Formulate partnership program with E t Planning
DCS
DCS-Planning, Feasible Public
Public-Private
Private Increased Governor
Governor, Annually
private sector for provision and Chief Secretary, sector Partnership employments Finance
coordination of services Relevant Heads of Program , More Commission,
Departments and benefits to DCS-Finance
Leading
L di public,
bli
Entrepreneurs Enhanced
contribution
from Private
sector,
Transfer of
responsibility
to private
Network with Informal and formal meetings with NGO DCS-Planning, Better coordination and More GAA, District Quarterly
INGO/NGO Consortium and INGOO Chief Secretary, understanding of benefits and Planning Units
Director, Deputy NGOO/INGOO better service and Divisional
Directors activities deliveries to Planning Units
public
Partnership program with NGOO DCS-Planning, Better coordination and More GAA, District Annually
Chief Secretary, understanding of benefits and Planning Units
Heads of NGOO/INGOO better service and Divisional
NGOO/INGOO activities deliveries to Planning Units
public
Maintaining INGO/NGO Profile DCS-Planning, Identification of Reasonable GAA, District Annually
Government development
p needs,, distribution Planning g Units
Agents of NEP, gaps and constraints of resources and Divisional
Director Deputy Planning Units
Access Donor Establish formal/informal contact with DCS-Planning Expression of Interest Development Department of Continuously
Support and donors with Chief from donors cooperation External
utilization Secretary with donors Resources,
Submission of Letter of Interest to ERD Chief Secretary, Response from ERD Projects for Donor Continuously
through Chief Secretary DCS-Planning, donor Agencies
Director,, Deputy
p y fundingg
Directors
Participate in project preparation Chief Secretary, Reports, Issue of Concept Donor Continuously
negotiations DCS-Planning, commitment letter papers Agencies
Director, Deputy
Initiation and coordination for initial Chief Secretary, Better coordination Donor Continuously
discussion with executing agencies DCS-Planning, Agencies
Director,, Deputy
p y
Directors
Request for Technical Assistance for Chief Secretary, Technical Assistance Perfect Donor Continuously
Project preparation from ERD DCS-Planning, for Project Preparation Project Agencies
Director
Director, Deputy proposals
Directors
Validate MOU entered into by Provincial Chief Secretary, Validated MOU Better Donor Continuously
Ministry/line agency DCS-Planning, coordination Agencies
Director, Deputy between
Directors relevant
agencies
Monitor and review of project activities Chief Secretary, Better utilization of More Donor Continuously
DCS-Planning, resources in benefits to Agencies
Director, Deputy implementing projects public
Directors
Fulfilling of accounting and reporting Chief Secretary, Timely submission of Enhanced Donor Continuously
requirements of donors DCS-Planning, accounts and reports Donor Agencies
Project confidence
Directors/Coordina
tors Secretaries
Manage
Performance
Define Delegation of responsibility & job DCS

DCS-Planning,
Planning, Job description chart Improved Chief Annually
responsibility description Director, Deputy performance Secretary,
Directors standards Secretary-PPA
Establish Assessing needs and present trends DCS-Planning, Streamlined service Better Chief Annually
processes PIP Consultants processes
PIP, service Secretary Hea
Secretary,Hea
delivery ds of
departments
Introduce change management practices DCS-Planning, Streamlined service Better Chief Annually
PIP, Consultants processes service Secretary,Hea
delivery ds of
departments,
Set Assigning tasks/service responsibility DCS-Planning Streamlined works Effective Chief Annually ( if
Procedures works done Secretary,Hea necessity
In line with ds of arise)
procedures departments
Effective procedures Effective Chief Annually ( if
works done Secretary,Hea necessity
I line
In li with
ih d
ds off arise)
i )
procedures departments
Strengthening Application of Learning Organization All concerned Time management Quality PIP, Continuously
of code of Concept institutions improvement Consultants,
cond ct
conduct (Internal & DS MDTD
DS-MDTD
External)
Set standards for work conduct DCS-Planning, Time management Quality PIP, Continuously
Director, Deputy improvement Consultants,
Directors DS MDTD
DS-MDTD
Keizen activities and 5 S activities DCS-Planning, Time management Quality PIP, Continuously
Director, Deputy improvement Consultants,
Directors DS-MDTD
Image Strengthening good governance practices DCS-Planning Effective process for Public GAA Sectoral
GAA, If necessity
building good governance satisfaction agencies,Head arise
s of DPSs,
Divisional
Implement Identify areas of policy action required to Chief Secretary, Compiled issues and Strengthened GAA, Sectoral If necessity
Devolution strengthen NEPC governance in respect DCS-Planning, policies good agencies,Head arise
of planning activities GAA, Heads of government s of DPSs,
Departments process Divisional
Planning Units
Manage
Information
Provide Establishment of MIS Chief Secretary MIS generated reports Support
Secretary, to PPS staff Continuously
staff,
Access to DCS-Planning, effective GAA,
Information PIP, Consultants decision Divisional
making Planning
Provide Publications DCS-Planning, Release of Publications Awareness, Heads of Quarterly
Information Director, Deputy Disseminatio Sector
Directors n of agencies,
information GAA
Institutional
Development
Enhance Placement of PAA. DCS-Planning, Trained staff with Prompt Chief Continuously
efficient DDP,CIM specific tasks. response Secretary,
deliveryy Specific trainings to PPS staff Consultants,, PIP MDTD
system
Review HRM Assessing HRM needs DCS-Planning, Identified HRM gaps. Efficient and Chief Annually
system
y DDP,CIM
, effective Secretary,
y,
Consultants, PIP utilization S/PPA
human
resources.
Request ffor
R
HR
recruitment
and
placement
Review HRM Placement of HR to PPS, district DCS-Planning, Needed planning cadre Strengthened PIP, CIM Annually
system planning secretariats and divisional Directors/DDP of provided DPSs, Consultants,
planning units DPSs
DPSs. Provincial S/PPA
and
divisional
Planning
U it
Units
Review and monitoring of tasks DCS-Planning, HRD Plan Achievement PIP, CIM Continuously
Director and DDPs of immediate Consultants,
and short
term
objectives
Capacity
p y
Building and
T i i
Enhance Conduct trainings, workshops. DCS-Planning, Efficient and effective Better MDTD,PIP Continuously
knowledge, Project Directors HR. service
skills and of DFPs, DG-ERD delivery.
attitude Sending to trainings, workshops and Quality circle meeting Quality
study tour. regularly. services
rendered.
Enhance On the job training PPS Staff Updated knowledge Self MDTD,PIP Continuously
aspirations motivated
driven staff
Orient
i Campaign
i f
for fi
financial
i l di
discipline
i li andd DCS-Planning
l i Financial
i i l Procedures
d Quality
li Chief
hi f Continuously
i l
attitudes conduct among officials followed. service. Secretary
Less audit
queries
Improved conduct of
officials
Improve Discussion groups DCS-Planning Systems and Better District heads Continuously
systems
y and with Chief pprocedures streamlined service of line
procedures Secretary and staff output departments
of PPS and heads and support
of departments from other
Financial Allocation of Preparation of budget estimates.
estimates DCS-Planning Statement as per Guidelines April
Management resources for with Director, Finance Commission’s from Chief
budgeting DDPs guidelines Secretary and
DCS-Finance
Discussion with Chief Secretary and
Finance Commission
Assessment of Resources DCS-P with Chief Reliable Estimate Improved Annually

Secretary Service
delivery
Expenditure Appointment of Tender Board DCS-Planning Tender Board formed
management with Chief
Secretary
Follow up tender procedures DCS-Planning Proper procurement Less audit
with relevant staff queries
Planning
i Programme/P
and P /P Guiding
G idi andd coordinating
di i with
i h sector DCS-Planning,
DCS Pl i S
Sectorall programmes S
Sectorall A
Annually
ll
management roject ministries and departments Director, DDP and plans objectives
of Planning with relevant achieved
development
p sectoral pplanning g
programmes staff
Progress Designing, installation and DCS-Planning, Appropriate Streamlined Annually
review and implementation of appropriate Director, DDPs monitoring system progress
monitoring
g monitoringg system
y with Chief monitoring
g
Secretary and
sectoral planning
staff
Conducting consultative and review DCS-Planning, Consultative and Timely Monthly
meetings Director, DDPs Review meetings implementati
with relevant on of
sectoral planning projects
staff
Attending sectoral monitoring committee DDP withith sectoral Timely
Timel Monthl
Monthly
meetings ministry and implementati
departments on of
projects
Obtaining Progress reports of major DDPs with Progress reports Tracking of Key staff of Monthly
projects relevant project progress Respective
offices Project Offices
Planning & Devpt.

Identify Collection of statistics from Ministries, DDP & Publications (Statistical Reduction of
Manage Statistiavailable
il bl D t
Departments,t B d IInstitutions
Boards, tit ti b di t staff
subordinate t ff h d bbook,
hand k Vit
Vitall gaps off CS DCS GAA Annually
CS,DCS,
(provide statistics from Districts & Divisions by formats.Input with Sector, Statistics) information.
information & sectors, into the software District & Useful of
provide access Districts & Divisional heads future plans
Divisions and
establish
establish
database
.
Identify ResourCollect all Collection of Resource Profile from DDP & Resource Profile hand Available CS,DCS,GAA Annually
(Provide resource Divisions subordinate staff book resources
distributed with Divisional identify for
resources at heads
Identify Collect Collection of NGO & INGOO activities DDP & NGOO &INGOO Understandin CS,DCS,GAA Annually/
NGOO & NGOO & from Districts and enter into software subordinate staff performance profile. g the NGOO Half a yearly
INGOO with District & INGOO
Planning activities and
Identify Collect Collect CDAIP Programme in Database DDP & District & Divisional Identify the CS DCS GAA Annullay
CS,DCS,GAA
Annual Divisional from Division & Districts subordinate staff CDAIP Programme work
Programe of Annual with Divisional & distribution
Implementati District Planning
on h d
heads
Programme
Coordinating Analyse Inform the gap to the relavant sector DDP & Identify the short falls Reducing the CS,DCS,GAA Need on
Committee meeting subordinate staff gaps requirment
minutes and with District
Planning heads &
Sectoral
Management
g
Revision of Cir Identify the Issue the circulars DDP & staff with Circulars issued Better CS,DCS,Secre Depend on
gap of Sectoral heads undestanding taries & requirment
circular Planning
Revision of Inviting new ideas from sectors DDP & staff with New Procedures Better CS,DCS,Secre Depend on
Procedures Analyse all Pro Sectoral heads undestanding taries & requirment
Planning HODD
System &
Create new
Web site for Analyse with Collect all infromation DCS, DDPP, & New web site Spread NP CS, Secretaries&
Depend on
Sector & HODD activities to requirment
Office Management
Administratio Collection of Meeting with staff and giving DCS, DDPP, AO Comprehensive report/ Easy DDPP, AO, Jan- Mar
n report
p details from instructions and staff Document function and CC,, DEO
staff reference
Compile and
preparation
Updating Call for Giving instruction and guidelines DCS, DDP Comprehensive report/ Easy Heads of Quarterly
Sectoral meeting the Document and disseminatio Planning Units
Profiles Ministries Powerpoint slides n of details of Ministries
and
d and
d and
d
Departments information departments
Giving Written forms
guidelines
Calling Mail and T/P
reports
Analyse and Data entry
compile
Produce preparation of Hard copy
profile
Donor Funded Requesting Instructions and guidelines DCS,DDP Minutes and Reports Easy Project Quarterly/
Project the Sp. monitoring, Directors, Monthly
Projects for Easy DPD
Progress and reference
other reports
Reports
Analyse if
necessary
Rearranging
the details
and
information
Operational Infor and Inform through Letter, T/P fax DDP, AO, Comprehensive Report Reference Secretaries, Jan- May
Information request the Planning Heads and Document guide for AOO, Heads
Sectoral Policy
y of Planning
g
secvretaries makers amd Units
and Heads of Decision
Depts Makers
Collection
Analyse
Editing and
corrections
Data entry
Review,
Printout and
Produce
Establishment Preparation of Defining the importance DCS, CS,DDP Establishing separate Easy M/Env, cadre April- Jul
of new units Drafts and Unit handling of Commission,
rationale Environment Finance
al matters Commission
Environmenta
l Units
CIRM
Urban
Structural
Unit
Publishing Requesting Letters,, Internet, T/P DDP/DCS/CS Planning News Letter Reference Secretary, Quarterly
Planning News articles guide, Head of
News and items Advertiseme Departments,
from Sectoral nt, Professionals
Planning Propaganda
Compiling
Editing
Writing
articles
Medium Term Defining the Inform the sectors and giving instruction Secretaries and Medium Term Pplan Guideline for Ministerial July- Oct
Plans mission, and formats HOD, DDP, DCS Document Development Planning unit
objectives
j pprogramme
g heads and
and needed Depts
resources planning
Heads
Getting/ Invite oplans
seeking
assistance
from sector
professionals
f i l
Analysing the Analise, sortout and compile
needs
p
Preparation of Reviewingg literatures and statistical
sectoral plans reference
Produce plan Produce plans

Issuing plans to needy stakeholders
Updating the Preparation of Letters, T/P, fax DDP, Secretary, Updated profile on Easy Secretary, Yearly may -
Environmenta Letters and LAA, environment reference, LAA, CLG, Sep
l Action Plan Formats guideline R/ACLG
Senting Easy
letters to the handling of
LAA Environment
al
Programme
Reminders
and requests
Collection
Updates Data entry
P d
Produce
Sectoral Help to Letters, Meetings, Instructions DCS, DDP Meeting minutes Coordial Ministerial
Coordination establish and reports
p and circulars relationship
p Planning
g unit
of Activities coordinating heads and
committees Depts Heads
and planning
Heads
Assist to conforme
conduct Smooth
regular functioning
meetings
ti
Collecting Understandin
reports and g the
minutes stakeholders
problems,
issues and
constraints
Followup Easy
activities followup and
performance
improvement
CapacityBuild Assessing DCS, DDP Needs assessment Guidelines and training Easy Heads of Monthly/
ing Training Needs reports timetables implementati District Quarterly
on of Planning Unit
teraining
programme
Preparation of Training Calendar Directives for training DSS, PAA,
Programes
and
Guidelines
M i t i
Maintain IInventory
t on
Resource Resource Persons
Persons
inventory
Arranging Implementation
Preparatory
meeting
Arranging for Implementation
training
Preparation of Preparation of Letters and Formats introduce DCS, CS, DDP Estabilishing simple Easy and DCS,DDP, Yearly Janu-
A i i
Activity P
Programes system proper AOO Feb
F b
handbooks and system
Guidelines
Arrange
g meetings
g and discussions
Database Preparation of Letters and Formats introduce DCS, CS, DDP Estabilishing simple Easy and Sectoral and Apr- Aug
Programes DBMS system proper Ministerial
and system to Heads
Guidelines Support
Decision
making
Arrange meetings and discussions
AIP Requesting Instructions and guidelines DCS,DDP Minutes and Reports Easy Se3cretaries, Quarterly/
Monitoring the Sectors monitoring, DPD Monthly
and and ministries Easy
preparation offor Progress reference
Highlights of and other
Performance reports
Reports
Anal se if
Analyse
necessary
Rearranging
the details
and
information
Annual Preparation of Letters, T/P, fax DDP, Collection of AIP Easy Secretary,And Yearly may -
Implementatio Letters and Secretary,and
Secretary and reference,
reference Head of Depts Sep
n Programme( Formats Heads of Depts guideline
PSDG, CBG,
HSDP, ESDP
C ll i off
Collection L
Letters, T/P
T/P, ffax
Reports
Review and Letters, T/P, fax
Analyse
y if
necessary
Rearranging Letters, T/P, fax
the details
and
information
Getting Letters, T/P, fax
Approval
Memos and Letters, T/P, fax
Ammendment
s
Office of the Infrastructure

Complimenta
Action / Responsibilities
p Achievement
ry
Responsibilit
Category Key Process y / Co- Time Frame
How Who with whom Output Outcome
General Leader Ship Set vision DCS & Senior Vision Statement Long term Chief As soon as
Management Management prepared Goal Secretary possible
understood
Assess Organisational
Og Environment and DCS
CS & S
Senior O
Organizational
g value S
Shared C
Chief As soon as
define values Management statement prepared orientation Secretary possible and
review
annually
Apply NPC culture and identity DCS & Senior NEPC value & identity NEPC - Throughout
Management known Identity the year
known
Define mission and Goals DCS & Senior Mission Statement Dept. Role & Chief As soon as
Management performance Secretary possible and
known review
annually
Formulate strategies DCS & Senior Strategy statement Priority Chief As soon as
Management prepared actions set Secretary possible and
review
annually
D fi kkey success ffactors and
Define d iindicators
di DCS & S
Senior
i Organization’s
O i i ’ G
Goodd Chi f
Chief A soon as
As
Management performance indicators performance Secretary possible and
identified achieved review
annually
y
Give feedback to staff DCS & Senior Situation updated to Better - As and when
Management staff working required
environment
created
Establish Learning Environment. DCS & Senior Enhanced knowledge Better - As and when
Management performance required
Develop team sprit DCS & Senior Working collectively Team work - Regularly
Management created
Motivate and Create opportunity for collective action DCS & Senior Working collectively Better Regularly
inspire Management performance
&
corporation
Facilitate collective action DCS & Senior Working collectively Better As and when
&
corporation
Mobilise Identify stakeholders and partners DCS & Senior Stakeholder and Stakeholder, Chief As soon as
S
Supportt M
Managementt partner
t id
identified
tifi d P
Partner
t S
Secretary
t possible
ibl and
d
s pport re ie
Formulate stakeholder /partner working DCS & Senior Working arrangement Better Chief Annually
arrangement Management identified understandin Secretary
g and
working
environment
created
d
Mobilise Review human resource requirement DCS & Senior Cadre revision / ad-hoc Manpower Review by Annually
Resource Management staff requirement requirement Secretary/PPS
known identified C
Review status of office Equipment / DCS & Senior Review of assets Requirement Annually
vehicles / machineries / fixed and Management position identified
movable assets and asset
pposition
updated
Manage Define the organizational and individual DCS & Senior Expectations identified Department - As soon as
performance expectation Management staff aware possible and
D fi bbenchmarks
Define h k and d milestones
il t DCS & S
Senior
i Quarterly
Q t l assessmentt P Performance
f - A
Annually
ll
Management reports known
Prepare responsibility chart DCS & Senior Responsibility chart Stakeholders Review by As soon as
g
Management and dutyy list pprepared
p understood y
Secretary p
possible and
role and review
responsibiliti annually
es
Facilitate change management practices DCS & Senior Reengineering Better As and when
Motivate subordinates DCS & Senior Good performance Stakeholder Regularly
Management with dedication consensus on
Departmental
Mission &
Goals
Assess service delivery performance DCS & Senior Quarterly meeting Performance - Quarterly
Monitor contract management procedures DCS Circulars, instructions Good ICTAD, RDA, As and when
and adopting standard contract Dept of required
contract
t t ddocuments. t managementt B ildi
Buildings
Monitor Works Specifications and DCS Adopting standard Better ICTAD, RDA, As and when
Designs specifications quality SLI, BSS required
achieved
Monitor tender procedures and DCS Circulars Transparent NPA, As and when
procurement cell uniform Provincial required
system procurement
practised cell
Monitor quality procedures and assure DCS & Senior Circulars, instructions Better ICTAD, RDA As and when
quality assurance. Management quality manuals & required
research
reports &
Training
Coordination Establish/Participate in inter-agency Co- DCS Reports on Better - Regularly
ordination Arrangements at Provincial Coordination meetings relationship
and Department Level at Provincial & reduction of
Establish/Conduct regular staff meetings DCS Meeting minutes Better - Quarterly
performance /monthly
Assist to implement Proper Procurement DCS Procurement guidance Good - As and when
procedures procurement required
practices
ensured.
Report to appropriate authorities in any DCS Problems reported Support from Review by As and when
emergencies management Secretary required
received
Manage Identify information needs and establish DCS & Senior Periodic reports on Facilitate Review by As and when
information MIS Management inputs and outputs review of Secretary required
relevant for performance
performance
Provide information to DCS Periodic reports Partners/Stak Review by Half yearly
Partners/Stakeholders Partners/Stakeholders eholders Secretary
aware of
Department
activities
Provide
P id IInformation
f i to B
Beneficiaries
fi i i DCS Periodic
P i di report B
Beneficiaries
fi i i Review
R i bby H lf yearly
Half l
/Client Beneficiaries /Client /Client aware Secretary
of
Department
p
activities
Institutional Review department functions and DCS & Senior Updated Department Clarity of Secretary As soon as
development organizational structure Management organization functions departmental possible and
and structure functions review
Adopt/review department rules DCS & Senior Availability of Streamline Review by As soon as
Management Department Rules Department Secretary possible and
activities review
annually
Establish staff supervision and appraisal DCS & Senior Staff supervision and Better Review by As soon as
Management appraisal system internal Secretary possible and
control review
annually
Capacity Provide updated information and enhance DCS Skill Development Improvement IESL, MDTD, Throughout
building the knowledge and skills of employees of ICTAD, RDA the year
performance
p when
Provide facilities to employees in career DCS Skill Development Improvement Secretary when
development of opportunity
performance arises
P id ttraining
Provide i i ini office
ffi automation
t ti DCS Skill Development
D l t I
Improvement t when
h
of opportunity
performance arises
Provide opportunities for local/foreign DCS Professional exposureImprovement Secretary & when
professional training. of Chief opportunity
performance Secretary arises
Financial Budgeting Review Medium-term demand for service DCS & Senior Medium term forecast Clarity in Chief Annually
Management provided by the department Management medium term Secretary,
Assess/review recurrent expenditure DCS &
DCS, Recurrent needs Clarity in DCS(F)
DCS(F), Annually
needs Accountant identified recurrent
expenditure
needs
P
Preparation
i off D
Departmentall B
Budget
d DCS
DCS, & B d bbook
Budget k Cl
Clarity
i iin Chieff
Chi A
Annually
ll
Accountant expenditure Secretary,
priorities and Secretary,
ppurpose
p DCS(F),
( ), DCS
(P)
Expenditure Establish Financial management system DCS & Senior Financial control Improved Chief As soon as
Management Management system document Financial Secretary, possible and
Establish /review financial management DCS & Senior Delegation statement Improved Secretary Annually
delegation within department Management organizationa
l
performance
Establish good Procurement practices. DCS Procurement Good Procurement As soon as
committee, TEC financial cell, DCS (F) possible and
reports, no audit management review
quarries
q annually
y
Constitute Procurement Boards DCS PC established System Secretary Annually
requirement
and
transparency
in
procurement
Issue circular instructions and gguide lines DCS, Accountant Clarity
y established Improved
p As and when
Financial required
Control
Maintain up-dated information on DCS, Accountant Expenditure statements Improved Throughout
recurrent and capital expenditure Financial the year
Control
Minimize cost overrun DCS Accountant , Updated progress Improved - Monthly
reports performance
& task
achievement
Ensure proper use of funds DCS, Accountant Financial statements Improved - Monthly
performance
& task
achievement
Monitoring Review capital and recurrent expenditure DCS, & Monthly expenditure Financial DCS (F) Monthly
d
and A
Accountant
t t reports
t performance
f
expenditure monitored
Review Bank Reconciliation, Advance DCS, & Monthly position Better - Monthly
review
Account activity, Advance to public Accountant known financial
officers and Deposit account.
account control.
control
Maintain financial discipline DCS, & Less Audit clarification Better - Throughout
Accountant Financial the year
performance
Update information on General Treasury DCS, & Updated financial Better Monthly
circulars and Inland Revenue circulars Accountant management Financial
for implementation performance
Review audit clarifications DCS &
DCS, Updated audit Better Secretary Monthly
Accountant statements financial
discipline
Development Service Review provincial guidelines on DCS & Senior Strategy statement Priority Secretary, Annually
Programme Delivery formulation , implementation, and Management actions set DCS (P)
& Service Review sectoral service delivery DCS & Senior Identified Clarity in As soon as
responsibility Management responsibilities role and possible and
responsibility
p y review
annually
Review guidelines on formulation of DCS & Senior Updated sectoral guide Clarity in As soon as
sectoral service delivery plan Management lines responsibility possible and
review
annually
Review Medium Term service delivery DCS & Senior MDP identified Priorities As soon as
plan Management identified possible and
review
i
annually
Review long term investment plan DCS Long term plan Priorities As soon as
identified identified possible and
review
annually
Review annual implementation plan DCS Delivery Annually
target
Development Mobilize Resource Support for financing DCS Partner /Stakeholder Resource Chief Annually
coordination, Medium-term Service delivery plan support programme support Secretary,
commitment
it t DCS Planning
Pl i
Review cash flow DCS Smooth cash flow Smooth Chief Quarterly
ensured running of Secretary,
pproject
j ( )
DCS (F)
Attend PCC review meetings DCS Updated progress Improved Secretary Quarterly
reports performance
Review project management DCS Bottlenecks identified Improved - Quarterly
performance
Progress Review implementation status and update DCS & Senior Reports on the status of Better Quarterly/
review & service delivery improvement plan Management service delivery performance annually
monitoring Monitor and review pprogress
g DCS & Senior Progress
g reports,
p , constraints contractor Once in two
Management meeting minutes identified months
and cleared
Audit
Subject / Activity Responsibility Achievements Complementa Time Frame

Sector ry Activities
Processes & Co-
responsibilitie
s

Processes
1. General Leadership Set Vision D,I.A with Vision is set Department Review by one month
Management Deputies is envisioned Chief with Annual
for other Secretary Review
Auditee
Institutions
Assess Organizational environment and D,I.A
D I A with Organizational Shared Review by one month
define values Deputies environment & Value orientation Secretaries’ with Annual
Statement are prepared. Committee Review
A l NPC culture
Apply l and
d id
identity
i D
D,I.A
I A with
ih Apply
A l NPC culture
l NPC iis Review
R i bby Ch
Ch. continuous
i
Deputies adopted & identity distinctively Secy
nurtured recognized
Define Mission and Goals D,I.A with Mission and Goals Agreement Review by Ch. Annual
Deputies developed on mission & Secy Review
goals
Formulate strategies D,I.A with Strategy Statement is Priority Review by Three
Deputies prepared.
prepared actions & Chief months with
core Secretary Annual
functions are Review
identified for
D
Dept.
Define key success factors and indicators D,I.A with Organizational Good Review by Three
Deputies Performance Indicator performance Chief months with
statement is prepared. is agreed. Secretary Annual
Review
Give feedback to staff D,I.A with Orientation given to Better Review by Monthly
Deputies staff performance Chief
off staff
t ff S
Secretary
t
Establish learning environment D,I.A with Staff are acquainted in Responsibilit Deputies & Monthly
Deputies new line of thinking ies for Audit Teams
pperformance
accepted by
Teams of
Audit.
Develop team spirit Deputies with Self-realized Better Deputies & Monthly
Team Leaders responsibility qualitative Audit Teams
performance Wherever
necessary
Motivate and Create opportunity for collective action D,I.A with Collective actions Improved Deputies & continuous
inspire Facilitate collective action D I A with
D,I.A Collective Smooth Regional continuous
Deputies responsibility discharge of Deputies process
established responsibiliti
es
Mobilize
bili Identify
d if stakeholders
k h ld andd partners D,I.A with
ih Stakeholders
k h ld and d Support off Chief
hi f at lleast
support Deputies partners identified Auditee Secretary quarterly
Institutions
Formulate stakeholder\Partner working D,I.A
D I A with Agreed on working b i df
Smooth Chief Quarterly
arrangement Deputies arrangement functioning Secretary Review
Mobilize Review human resource requirement D,I.A with HO Human resource needs Obtaining Chief Quarterly
Resource Deputy assessed required staff Secretary basis
R i status
Review t t off office
ffi equipment
i t/ D I A with
D,I.A ith HO N d off equipment
Needs i t& IIntimated
ti t d Chi f
Chief Th
Three
vehicles / machineries / fixed & movable Deputy vehicle assessed assessed Secretary months
assets needs to
Ch.Secy
Manage Define service delivery performance D,I.A with HO Performance delivery Service All Deputies One month
performance standards Deputy standards set delivery
standards are
acquainted to
staff
Define organizational and individual D,I.A with HO Functional Staff are All Deputies One month
expectation Deputy expectations briefed on
established their service
delivery
q
requirement
Define benchmarks and milestones D,I.A with HO Bench-marks & Results of All Deputies One month
Deputy milestone are bench-marks
determined are notified
to staff
Prepare responsibility chart D,I.A with HO Responsibility Charts Responsibilit All Deputies One month
Deputy for all categories y Charts are
prepared delivered to
all staff
Facilitate change management practices D,I.A with HO Staff are assisted New All Deputies As and when
Deputy wherever changes are situation is necessary
required in audit faced and
practices. challenges
are met
M i
Motivate subordinates
b di D
D,I.A
I A with
i h HO Morall support &
M B
Better All Deputies
D i C
Continuous
i
Deputy encouragement given functioning
to all staff on their own
Assess service delivery performance D,I.A with HO Performance Appreciable Regional Continuous
Deputy assessment is made performance Deputies
monthly. is recorded
continuously
Coordination Establish / Participate in inter-agency
inter agency co-
co D,I.A
D I A with HO Coordination Coordination Regional Continuous
ordination arrangements at Provincial and Deputy arrangements are with them DCAs
Department Level made with Auditee could avoid
institutions. communicati
on gap &
smoothen
audit
function.
Establish / Conduct periodic meetings D,I.A with Regular Audit Understandin HO & At least
with beneficiaries / clients Deputies Management g& Regional quarterly
Committee (AMC) cooperation Deputies
meetings are attended are enhanced
at ministries & Depts with
institutions
which could
avoid
friction/hatre
d.
Establish / Conduct regular staff meetings D,I.A with HO Staff meetings are Effective HO & Monthly
Deputy conducted regularly face-to-face Regional
communicati Deputies
on for
guidelines,
performance
review; etc
on
continuous
basis.
basis
Report to appropriate authorities in any D,I.A with HO Reports on incidents of Actions are Chief Incidentally
emergencies Deputy irregularities reported taken Secretary
instantly
y by
y
concerned
departments
Manage Identify information needs and establish D,I.A with HO Information needs Facilitate Regional Monthly
information MIS Deputy identified information Deputies
flow
Provide information to partners / D,I.A with HO Information is notified Concerned Regional Monthly
stakeholders Deputy to concerned parties. parties are Deputies
kept abreast
of
information
Provide information to beneficiaries / D,I.A with HO Information on Audit Ministries & Regional Monthly
clients Deputy query positions notified Depts are Deputies
to all Ministries & assisted for
Departments their
settlements
Institutional Review departmental functions and D,I.A with HO Departmental functions Departmental Chief Half-yearly
Development organizational structure Deputy & Structure are functions & Secretary
reviewed & up-dated structure are
regularly. clarified
Review delegation of functions D,I.A with HO Delegation of functions Areas of Regional Reviewed
Deputy are reviewed annually. functions are Deputies annually
known
across the
Dept.
Issue circular instructions and guidelines D
D,I.A
I A with HO Instructions & All staff are Regional Continuous
Deputy guidelines are issued notified of Deputies
on administrative & their
service matters functions &
responsibiliti
es
Adopt / review departmental rules D,I.A with HO Departmental rules are Staff are Regional Wherever
Deputy
p y designed
g & issued acquainted
q Deputies
p necessary
y
with
departmental
rules
Establish staff supervision and appraisal D,I.A
D I A with HO Standards are set on Individual Regional Quarterly
Deputy supervision on staff Deputies
functions & performance
performance appraisal made are
notified
ifi d to
respective
staff
Formulate succession plan D,I.A with HO Succession plan is Grooming of M/PPA & Annual
Deputy made for all senior successors PPSC
positions facilitated
Capacity Provide updated information and enhance D,I.A with On-the-job training & Staff are Ch-Secy & Continuous
B ildi
Building th knowledge
the k l d andd skills
kill off employees
l D ti
Deputies seminars
i are conducted
d t d acquainted
i t d MDTP
to audit & office staff with updated
knowledge
and skills for
efficient &
effective
work.
Provide facilities to employees in career D,I.A with HO Training is afforded at Staff are Ch-Secy & Reviewed
development Deputy Provincial & National prepared for m?PPA annually
levels for further higher
education positions
Provide training in office automation D,I.A with HO Administrative & All office Deputies; Regular
Deputy financial functions are work is Accountants & basis
automated. speedily AO
delivered.
Provide opportunities for local/foreign D,I.A with Training is afforded to While their Ch-Secy, Annual
professional
f i l training.
t i i Ch
Ch.Secy,
S M/PPA suitable
it bl staff
t ff att efficiency
ffi i iis M/PPA &
& MDTD Provincial & National enhanced for Central Govt.
levels optimum Agencies
pperformance,
human
resource
development
is facilitated.
Governance Style & standard of administration D,I.A with HO Concerted & Appreciable Chief Secy Continuous
& good Deputy considered good & accepted
practices practices are practices in
standardized
d di d & administratio
d i i i
ingrained in n & delivery
administration. of services.
2. Financial Budgeting Assess Financial Requirements needed D,I.A Medium term forecast
Medium-term Clarity in Ch Secy &
Ch-Secy Annual
Management for service provided by the department. DD, IA of service delivery Medium- Prov-Treasury
FA needs are assessed term
Assess / review recurrent expenditure D,I.A Recurrent Expenditures Financial Prov-Treasury Annual
needs DD,, IA needs are assessed needs are
FA known well
Preparation of Departmental Budget D,I.A Annual Financial Annual Prov-Treasury Annual
Submit draft consolidated requirements DD, IA Statement is prepared. financial
to Finance Commission FA provisions
Consultation with Finance Commission DIA
D,I.A Annual Budgetary Required Prov Treasury Annual
Prov-Treasury
DD, IA Estimates are prepared. allocations
FA are obtained
Prepare documents for obtaining
allocation of funds for development
activities obtain supplementary provision
if needed.
Expenditure Establish Financial Management System D,I.A Financial Management Internal --- Continuous
Management DD, IA systems are instituted financial
in Paying Offices. Management
Establish / review Financial Management D,I.A Delegation of function Financial HO Deputy & Annual
delegation within department DD, IA for Financial Control is management Accountant
prepared annually. is performed
in pre-
determined
& consistent
manner by
Establish good procurement practices. D,I.A Procurement Compliance ___ Continuous
DD, IA procedures are with laws &
F.A established in terms of regulations is
Constitute Procurement Boards D,I.A & Deputy Appointed Tender Only Ch-Secy Annual
Board with due delegated
authority annually officers can
handle
procurements
.
Compliance with issued circulars D,I.A, HO Deputy, Compliance with Strict ___ Continuous
A t & AO
Acct l lit & regularity
legality l it compliance
li
are maintained. is ensured;
and no
questioning
in audit
Maintain up-dated information on D,I.A All financial records Efficient ____ Continuous
recurrent and capital expenditure DD, IA are maintained Management
promptly & of Funds;
appropriately Financial
information
is readily
obtained
bt i d &
Accurate
i f i
Ensure proper use of funds D,I.A & his annual financial Full ____ Continuous
Deputy planning is made. utilization of
funds for
optimum &
economic
use.
Monitoring Review capital and recurrent expenditure D,I.A & his Regular monitoring & Expenditures ____ Continuous
and Deputy review are done. are met
Expenditure within
Review provisions on
priority
basis.
Review bank reconciliation,, Advance D,I.A
, & his Prepare
p Monthly y 1.Ensure that 1.____
____ Monthlyy
Account Activity, Advance to Public Deputy Reconciliation no
Officers and Deposit Account Statement no sooner unauthorized
Bank Statements are payments are
received made
made.
1.Errors &
Prepare quarterly fraud are
Reconciliation prevented.
Statement in respect of 1.Books
1 Books of
other accounts. Accounts are
reconciled
with
correspondin
g Treasury.
1 Maintain financial discipline

1.Maintain 11.D,I.A
D I A & his 11.Ensure
Ensure financial 22.Satisfactor
Satisfactor 2
2.____ Continuous
Deputy discipline in all key y financial
areas of financial discipline
functions enhances
accountabilit
y.
2.Update information on General 2.D,I.A & his HO 2.Collection & 3.Staff are 3.____ 1.Continuous
Treasury circulars and Inland Revenue Deputy compilation of laws, conversant
circulars for implementation rules & regulations for with
all staff to study them. governing
regulations.
3. Review Continuous Review of Systems and D,IA
D IA & his Issue of Audit 44.Improveme
Improveme ____ Continuous
Development Systems and Controls documentation, provincial Deputies finding/observations, nt/strengthen
Programme Controls guidelines on formulation, Audit Reports, Special ing of
and Service documentatio implementation and coordination of plans Investigation Reports; Internal
n and R i sectorall service
Review i ddelivery
li D,IA
D IA & his
hi A di service
Audit i ddelivery
li Eff
Effectiveness
i ____ C
Continuous
i
verification of responsibility Deputies is reviewed in service
financial periodically delivery is
transactions enhanced
and Update guidelines in audit for D,IA & his Issued instructions on Knowledge ____ Continuous
furnishing formulation of sectoral service delivery Deputies preparation of Audit & capability
reports plan Action Plan of officers in
the field of
auditing
enhanced.
Prepare Medium-term service delivery D,IA & his Prepared Medium-term Audit service ____ Continuous
audit plan Deputies Audit Programme for delivery is
each Team of Audit. reviewed
apart from
monthly
routine
program.
Prepare annual audit implementation plan D,IA & his Annual Audit C Assurance ____ Annual
Deputies Implementation Plan is of early
prepared. completion
of audit
C
Management
informed of
shortfalls.
C
Management
assured of
audit service
delivery as
pre planned
pre-planned
Review delegation of functions D,IA & his Delegated functions are Emerging ____ Whenever
Deputies periodically reviewed. changes are necessary
confidently
faced and
appropriately
met.
Progress Review implementation status and up- D,IA & his Implementation status Changing ____ Monthly
review & date service delivery improvement plan Deputies is reviewed & service needs are
monitoring delivery improvement taken care of
pplan is up-dated.
p in service
delivery.
Monitor and review progress of audit D,IA & his Progress of audit is C Better ____ Monthly
verification of Accounts of auditee Deputies reviewed and delivery of
institutions monitored monthly audit
services
C Shortfalls
are identified
in time
C Staff are
encouraged
for
improvement
s in services
C Further
training
needs are
assessed.
C Ann al
Preparation of Activity Chart and Cash- C D,IA & AO C Activity Charts for C Functional ___ C Annual
flow Statement all senior officers are areas are
prepared & issued identified
and made
known to
C D,IA & C Cash Flow C Fund-flow C Monthly
Accountant Statements are is planned
prepared & sent ahead, and it
monthly to Provincial would avoid
Treasury liquidity
crisis.
PROVINCIAL TREASURY
Subject / Sector Process Activity Responsibility Achievements Complementa

Time Frame
Category Key Process How Who with Whom Outputs Outcome ry
General Leader ship Awareness
D CS(F),D.B.,
management Statement about about
DR
D.R, Annually/as
Environmental Research Strength, weakness internal &
opportunities & threats external
other senior staffs
environment
Better
understandin
D CS(F),D.B.,
g about
Set a Vision to support for NPC & SL D.R, Vision Statement are Annually/as
future
Vision D.ACC&PAY and prepared. required
P
Prospectt off
other senior staffs
our
organization
Clarification
D CS(F),D.B., to staff about
D.R, Mission statements are direction to Annually/as
Set Mission
D.ACC&PAY and prepared. achieve required
other senior staffs vision clearly
understood.
Well
D CS(F),D.B., informed
Set goals
S l andd objectives
bj i to di
divisions
ii & DR
D.R, Q lifi d & Q
Qualified Quantified
ifi d staff
ff about
b Annually/as
A ll /
Individuals D.ACC&PAY and statements qualified & required
other senior staffs Quantified
targets
g
Attracted &
D CS(F),D.B.,
Remember able motivated
D.R, Annually/as
Prepare a mottos to affectionate the staffs statement to say day to staff with out
day skill
other senior staffs
Deferent
D CS(F),D.B.,
No conflicts
D.R, More Cooperate staff Annually/as
Ensure team sprit
i & more
D.ACC&PAY and & teams required
satisfaction
other senior staffs
D CS(F),D.B.,
Innovation
DR
D.R, Well in formed & well Annually/as
Create learning environmental. and career
D.ACC&PAY and trained staff required
development.
other senior staffs
D CS(F),D.B., More
List of KRA &
D.R, concentration Annually/as
Define key Result areas & indications Indicators by divisional
D.ACC&PAY and among the required
& function wise
other senior staffs staff in KRA
D CS(F),D.B.,
D.R, Internal control Less Audit Annually/as
Design
g best intern al control system
y
D ACC&PAY and systerm
D.ACC&PAY Queries required
other senior staffs
D CS(F),D.B.,
D.R, Annually/as
Support for initiative Initiatives Best practice
other senior staffs
No error in
communicati
D CS(F),D.B.,
on and
D.R, Communication net Annually/as
Better communication net work smooth &
D ACC&PAY and
D.ACC&PAY work required
speed
other senior staffs
communicati
on
General mobilization Medium
D CS(F),D.B., Medium term forecast
Management of Resource Term Chief
D.R, of resource Needs, Annually/as
and assistant Identify state holders & partners. perspectives secretary &
D.ACC&PAY and State holders and required
on Resource other agencies
other senior staffs partners.
N d
Needs
Quick
Mobilization
D CS(F)
CS(F),D.B.,
DB
for required
Identify source for resource supply and D.R, Better relationship & Annually/as
resource and
establishing good relationship D.ACC&PAY and contact required
best dealing
other senior staffs
without
delay.
D CS(F),D.B.,
External
Collaboration with external agencies and D.R, Agreement for Annually/as
supportt &
set some working arrangement. D.ACC&PAY and collaboration required
resources. L
other senior staffs
D CS(F)
CS(F),D.B.,
DB Less idle
Arrange and allocate scare and valuable D.R, Resource Equal to resources & Annually/as
resource D.ACC&PAY and Responsibility less wastages required
other senior staffs of resources.
Delegation
D CS(F),D.B., Clear
D.R, understandin Annually/as
Identify staff & function to be delegated List of staff & function
D.ACC&PAY and g about staff required
other senior staffs & function
Good
D CS(F),D.B.,
decision
DR
D.R, List of Skill & Annually/as
Analyses of skill & knowledge making
D.ACC&PAY and Knowledge required
about
other senior staffs
delegation
D CS(F),D.B., List of reference of Awareness

D.R, circulars about of delegation Annually/as
Analyses of delegate authority
D.ACC&PAY and appointing Power & & required
other senior staffs authority appointment
D CS(F),D.B., Better
DR
D.R, Posting & delegation Perspectives Annually/as
Delegating authority & Reasonability
D.ACC&PAY and of Function at required
other senior staffs coordination
Coordination Clear
D CS(F),D.B., List of Sequence of understandin
Analysis interdependency of internal & D.R, interdependency and g of Annually/as
External Group D.ACC&PAY and relationship between interdepende required
other senior staffs the divisions
di isions ncy
nc of
Divisions
Easy & Clear

understandin
D CS(F),D.B.,
Organizational chart / g of relation
D.R, Annually/as
Develop a structure to coordinate structure & network of ship &
function / Activity important of
other senior staffs
contacts/acti
vity
D CS(F),D.B., Group
Delegation & communication based on D.R, responsibility Annually/as
Hiracy / Scalar chain
structure D.ACC&PAY and & Team required
other senior staffs spirit
Clarification
D CS(F),D.B., ,justification
Meeting minutes &
Conduct meeting at divisional or D.R, & adjustment Annually/as
solutions from
organizational or Provincial Level D ACC&PAY and
D.ACC&PAY into required
Discussions
other senior staffs Division &
individuals
D CS(F)
CS(F),D.B.,
DB
Standardizati
Set some Procedure / rules to D.R, Annually/as
Guidelines & Circulars on of
performances & communications D.ACC&PAY and required
Coordination
other senior staffs
Resource
D CS(F),D.B., Capable
Managamant Carder list for Treasury
y
Assess the carder requirement of office & D.R,
DR staffs to
of Accountant carder
Accountant Service D.ACC&PAY and perform
for NPC..
other senior staffs duties.
Capable
D CS(F),D.B.,
staffs for
D.R,
Ensure availavility of required manpower Required Carder list future and
D.ACC&PAY and
present
other senior staffs
functions.
functions
Capacity of Capacity for
D CS(F),D.B.,
Building. present &
D.R, List of needs of build
Identify
y need of build Capacity
p y of Staffs. future
D ACC&PAY and capacity.
D.ACC&PAY capacity
requirements
other senior staffs
.
D CS(F),D.B.,
Create & Provide opportunity to develop D.R, Best capacity
List of opportunities.
capacity of staffs. D.ACC&PAY and for staffs.
other senior staffs
Management
M t Cl
Clear
D CS(F),D.B.,
Information Understandin
D.R, List of Valuable Annually/as
System Analysis the information to be managed g
D.ACC&PAY and information required
requirement
q
other senior staffs
of MIS
Access &
support
Decision
D CS(F),D.B.,
making using
Define information needs & established D.R, System For MIS/ Annually/as
data &
MIS. D.ACC&PAY and DSS/OPS required
information
other senior staffs
as required
i d iin
future /
Present
Better
D CS(F),D.B.,
( ) Some Prominent understandin
D.R, database with tables g of features Annually/as
Define database to be maintained
D.ACC&PAY and required field & at required
other senior staffs features information/
data
D CS(F),D.B.,
Reporting & publication to stakeholders D.R, Annually/as
Reports & Publication Transparency
at their required format D.ACC&PAY and required
among th
the
other senior staffs
stakeholders
D CS(F),D.B.,
DR
D.R, Net Work,
Work WebPages Improved Annually/as
Using updated IT
D.ACC&PAY and & other accessories MIS required
other senior staffs
D CS(F),D.B., Improved
Update & secure database & acquire new D.R, Updated information decision Annually/as
IT D.ACC&PAY and with best IT making required
other senior staffs model
Control
D CS(F),D.B.,
Process
D.R, List of KRA functional Awareness Annually/as
Identifying
y g Key
y results areas
D ACC&PAY and wise
D.ACC&PAY about KRA required
other senior staffs
Understandin
D CS(F),D.B.,
( )
g of standard
D.R, Annually/as
Define Standards & target date standards & target date and
awareness of
other senior staffs
target date
Acceptable
D CS(F),D.B.,
of Evaluation
D.R, Evaluation tools / Annually/as
Define Evaluation tool Method /
D.ACC&PAY and methods required
tools &
other senior staffs
motivation
D CS(F),D.B.,
Comparisons with standard or other DR
D.R, Decision Annually/as
Deviation /Imbalances
criteria's D.ACC&PAY and support required
other senior staffs
Standard
D CS(F),D.B., Performance
Correction & improvement action if D.R, Correction with Annually/as
needed at Progress meeting D.ACC&PAY and /Improvement Improvement required
other senior staffs and
Satisfaction
Institutional Awareness
D CS(F),D.B.,
Development
p of world
Review Department function with world D.R,
DR Annually/as
SWOT trend &
trend & other organization issues D.ACC&PAY and required
organization
other senior staffs
trend
D CS(F),D.B., Clear
Identifying needs to be improved & D.R, Internal / external Concept for Annually/as
threats to be defended D.ACC&PAY and Audits improvement required
other senior staffs / defense
D CS(F),D.B.,
Define development Process to survive D.R, Development Process / Institutional Annually/as
and to grow at uncertainty world D ACC&PAY and capacity Building
D.ACC&PAY Development required
other senior staffs
Manage
D CS(F),D.B.,
( )
Performance Better
D.R, Annually/as
Join design & performances indicators understandin
g of job
other senior staffs
List of duties & indicato responsibility
D CS(F),D.B.,
More
D.R, Annually/as
suitable
pplacement
ace e t oof
other senior staffs
Define Skills & Knowledge Qualification profile for staffs
Comparison
D CS(F),D.B.,
& decision
DR
D.R, Annually/as
More suitable appraisal making
about jobs &
other senior staffs
Performance appraisal. staffs
D CS(F),D.B.,
Better
Identifying necessary improvements to D.R, Annually/as
achievements
fulfill the job D.ACC&PAY and required
&
other senior staffs
N
Necessary iimprovementt satisfaction
D CS(F),D.B.,
Supporting
Identifying needs of staffs to be fulfilled D.R, Annually/as
to decision
by the job D ACC&PAY and
D.ACC&PAY required
about
other senior staffs
Statement of Needs to b motivations
D CS(F),D.B.,
Support to
Identify other factors attinfluencing D.R, Annually/as
managing
employees performance D.ACC&PAY and required
Performance
other senior staffs
List of factors
D CS(F),D.B.,
Strategies such as job Career
D.R, Annually/as
Best management practice Rota tion, job development
enlargement,
g , jjob s & better
other senior staffs
enrichments Performance
Motivation
D CS(F),D.B.,
D.R, Annually/as
Decision
identify needs & other factors influencing supporting to
other senior staffs
over the employee List of needs & other facmotivation
D CS(F)
CS(F),D.B.,
DB
D.R, Annually/as
Motivation
other senior staffs
Prepare
p motivation strategies
g & theories Strategies
St ateg es & theories
t eo es method.
Financial ManBudgeting
D CS(F),D.B.,
( ) Clarity
y in
Chief
D.R, Medium term Annually/as
secretary &
D.ACC&PAY and resource required
other agencies
Asses medium term Demand for services other senior staffs requirements
Provided by treasury Overview for Budget of &services
Forecasting
D CS(F),D.B., next year
Chief
D.R, requirement Annually/as
secretary &
D ACC&PAY and
D.ACC&PAY d with
ith Purpose
P required
i d
other agencies
Draft Estimate Preparation for Financial other senior staffs and at
statement Draft Estimate Priority basis
Allocation of
D CS(F)
CS(F),D.B.,
DB
resources Chief
D.R, Annually/as
from CF& secretary &
FA at above other agencies
other senior staffs
Preparation of Financial Statement financial statement basis
Clarity of
D CS(F),D.B., available
Chief
D.R, natural Annually/as
secretary &
D ACC&PAY and
D.ACC&PAY d resources required
i d
other agencies
Advance A/C activities & Advance to PO other senior staffs and
budget preparation Budget for ad. A/c activ opportunities
D CS(F)
CS(F),D.B.,
DB
Chief
D.R, Annually/as
secretary &
Revised estimate Including Re allocation other agencies
other senior staffs
Supplementary/FR Revised Financial Statemof resource
Expenditure Delegation &
D CS(F),D.B.,
management guidelines to Chief
D.R, Annually/as
for treasury be incurred secretary &
Preparation
i fifinancial
i l ddelegation
l i & l i &
Delegation annuall other
h agencies
i
other senior staffs
guidelines Authority chart expenditure
D CS(F),D.B.,
Chief
DR
D.R, Annually/as
Management secretary &
sheet & cross other agencies
other senior staffs
Review & collection of reports Reports & Review checking
D CS(F),D.B.,
Chief
D.R, Annually/as
Reports & secretary &
Information other agencies
other senior staffs
MIS ffor fi
finance MIS from MIS
Cash
D CS(F),D.B.,
Management Chief
D.R, Annually/as
Understandin secretary y&
D ACC&PAY and
D.ACC&PAY required
g of cash other agencies
other senior staffs
Prepare annual imp rest Limit Impress limit statement flow
Review of
D CS(F),D.B.,
shortage or Chief
D.R, Annually/as
Flash report & Bank surplus and secretary &
reconciliation Awareness other agencies
other senior staffs
Forecasting of cash flow /liquidation Statement of liquidation
Reporting
R ti
D CS(F),D.B.,
Chief
D.R, Annually/as
secretary &
Fixingg monthly
y and yyearly
y reporting
p g Calendars for Awareness at other agencies
g
other senior staffs
dates Statements & A/Cs reporting
D CS(F),D.B.,
Chief
D.R, Annually/as
Cigas reports and secretary &
relevant statements Improved other agencies
other senior staffs
Ensure CIGAS & E-reporting from cigas database reporting
Confirmation
D CS(F)
CS(F),D.B.,
DB
Final and Quarter s of balances Chief
D.R, Annually/as
A/Cs(Appropriation with more secretary &
Prepare accounts as required & A/C s, accuracy and other agencies
other senior staffs
reporting
p g relevant agencies
g Reconciliazation A/Cs)) tameness
Decision
D CS(F),D.B.,
( ) support
pp to
Chief
D.R, next year Annually/as
secretary &
D.ACC&PAY and budget and required
other agencies
other senior staffs expenditure
Analysis of expenditure and revenue Appropriation A/Cs management
Financial
D CS(F),D.B.,
control Awareness Chief
D.R, Annually/as
of standards secretary &
Standards
St d d andd andd th agencies
other i
other senior staffs
Fixing standard & progress indicators Indicators indicators
D CS(F),D.B.,
Awareness Chief
DR
D.R, Annually/as
of progress secretary &
SOE/Mgt and financial other agencies
other senior staffs
Monitoring and review above sheet/Progress meeting discipline
Clarification
of
D CS(F),D.B., observation
Chief
D.R, and Annually/as
secretary &
D ACC&PAY and
D.ACC&PAY d corrective
i required
i d
other agencies
other senior staffs action for
Appointing audit Committee & Review Committee & Review improved
meeting
g minutes system
y
Procurement Awareness
D CS(F),D.B.,
process of Chief
D.R, Annually/as
procurement secretary &
Publishing tender guidance and guidelines other agencies
other senior staffs
establishing procurement unit guidelines & Unit and activities
Monitoring
D CS(F),D.B., and guiding
Chief
D.R, the Annually/as
secretary &
D.ACC&PAY and procurements required
other agencies
Appointing tender boards/Technical other senior staffs with
board Board for TB/TEC transparency
p y
Stores
D CS(F),D.B.,
Management Understandin Chief
DR
D.R, Annually/as
& Board of g of secretary &
survey Introducing fixed assets important of other agencies
other senior staffs
Management/monitoring chart Chart & Guidelines management
Verification
D CS(F),D.B.,
and final Chief
D.R, Annually/as
action about secretary &
inventories other agencies
other senior staffs
Appointing board of survey
s r e Board and guidance
g idance
D CS(F),D.B.,
Chief
D.R, Annually/as
secretary
y&
D ACC&PAY and
D.ACC&PAY required
Review other agencies
other senior staffs
Review of progress Meeting &Correction
Developing Budgeting for
Programme NPC D CS(F)
CS(F),D.B.,
DB Clarity in
Chief
D.R, Medium term Annually/as
secretary &
Obtain annual/Sectoral needs exam & D.ACC&PAY and resource required
other agencies
Asses medium term Demand for services other senior staffs requirements
P id d bby NPC
Provided Overview
O i ffor B
Budget
d t &
&services
i
Forecasting
D CS(F),D.B., next year
Chief
Draft Estimate
s e Preparation
ep o for
o Financial
c D.R,, requirement
equ e e Annually/as
y
secretary &
statement submit draft & consultant D.ACC&PAY and with Purpose required
other agencies
Finance Commission with approved from other senior staffs and at
Government. Draft Estimate Priority basis
Allocation of
D CS(F),D.B.,
resources Chief
D.R, Annually/as
from CF& secretary &
Preparation of Financial Statement & FA at above other agencies
other senior staffs
I i i
Institutions. Financial
i i l statement b i
basis
Clarity of
D CS(F),D.B.,
( ) available
Chief
D.R, natural Annually/as
secretary &
D.ACC&PAY and resources required
other agencies
Advance A/C activities & Advance to PO other senior staffs and
budget preparation Budget for ad. A/c activ opportunities
D CS(F),D.B.,
Chief
D.R, Annually/as
secretary &
Revised
R i d estimate
ti t Including
I l di R allocation
Re th agencies
ll ti other i
other senior staffs
Supplementary/FR Revised Financial Statemof resource
Expenditure
D CS(F),D.B.,
management
g Delegation
g & Awareness Chief
DR
D.R, Annually/as
for NPC guidelines to be of authority secretary &
Preparation financial delegation & incurred annual to implement other agencies
other senior staffs
guidelines expenditure the budget
Clarity of
expenditure
D CS(F),D.B., trend &
Chief
D.R, awareness of Annually/as
secretary &
D ACC&PAY and
D.ACC&PAY d surplus
l & required
i d
other agencies
other senior staffs Shortage of
Management sheet & Imprest/alloc
Review & collection of reports
p cross checking
g ation
D CS(F),D.B.,
Chief
D.R, Annually/as
secretary &
other agencies
other senior staffs
MIS for finance MIS Improved dec
Cash
D CS(F),D.B.,
Management Chief
D.R, Annually/as
Understandin secretary &
g of cash other agencies
other senior staffs
Prepare annual imp rest Limit Impress limit statement flow
Awareness
D CS(F),D.B.,
( ) of shortage
g
Chief
D.R, or surplus Annually/as
secretary &
D.ACC&PAY and Flash report & Bank and required
other agencies
other senior staffs reconciliation Awareness
Forecasting of cash flow /liquidation Statement of liquidation
Reporting for
D CS(F),D.B.,
NPC Chief
D.R, Annually/as
secretary &
Fixing
Fi i monthly
thl andd yearly
l reporting
ti Calendars
C l d forf A
Awareness th agencies
att other i
other senior staffs
dates Statements & A/Cs reporting
D CS(F),D.B.,
Chief
DR
D.R, Annually/as
Cigas reports and secretary &
relevant statements Improved other agencies
other senior staffs
Ensure CIGAS & E-reporting from cigas database reporting
Confirmation
D CS(F),D.B.,
Final and Quarter s of balances Chief
D.R, Annually/as
A/Cs(Appropriation with more secretary &
Prepare accounts as required & A/C s, accuracy and other agencies
other senior staffs
reporting
ti relevant
l t agencies
i R
Reconciliazation
ili ti A/CA/Cs)) ttameness
Decision
D CS(F),D.B., support to
Chief
D.R,, next
e year
ye Annually/as
y
secretary &
D.ACC&PAY and budget and required
other agencies
other senior staffs expenditure
Analysis of expenditure and revenue Appropriation A/Cs management
Financial
D CS(F),D.B.,
control for Awareness Chief
D.R, Annually/as
NPC of standards secretary &
Standards and and other agencies
other senior staffs
Fi i standard
Fixing d d & progress iindicators
di I di
Indicators iindicators
di
D CS(F),D.B.,
Awareness Chief
DR
D.R, Annually/as
of progress secretary &
SOE/Mgt and financial other agencies
other senior staffs
Monitoring and review above sheet/Progress meeting discipline
Clarification
of
D CS(F),D.B., observation
Chief
D.R, and Annually/as
secretary &
D ACC&PAY and
D.ACC&PAY d ti
corrective required
i d
other agencies
other senior staffs action for
Appointing audit Committee & Review Committee & Review improved
meeting
g minutes y
system
Procurement Awareness
D CS(F),D.B.,
process for of Chief
D.R, Annually/as
NPC procurement secretary &
Publishing tender guidance and guidelines other agencies
other senior staffs
establishing procurement unit Guidelines & Unit and activities
Monitoring
D CS(F),D.B., and guiding
Chief
D.R,
DR the
h Annually/as
A ll /
secretary &
D.ACC&PAY and procurements required
other agencies
Appointing tender boards/Technical other senior staffs with
board Board for TB/TEC transparency
p y
Stores
D CS(F),D.B.,
Management Understandin Chief
D.R, Annually/as
& Board of g of secretary &
survey NPC Introducing fixed assets important of other agencies
other senior staffs
Management/monitoring chart Chart & Guidelines management
Verification
D CS(F),D.B.,
and final Chief
D.R, Annually/as
action about secretary &
inventories other agencies
other senior staffs
Appointing board of survey Board and guidance
D CS(F),D.B.,
Chief
DR
D.R, Annually/as
secretary &
Review other agencies
other senior staffs
Review of progress Meeting &Correction
Revenue
D CS(F),D.B.,
Department Awareness Chief
D.R, Annually/as
for NPC about secretary &
revenue other agencies
other senior staffs
Identif ing Revenue
Identifying Re en e Sources
So rces Re en e Source
Revenue So rce so
sources
rces
D CS(F),D.B.,
Clarity of Chief
D.R, Annually/as
next yyear secretary
y&
D ACC&PAY and
D.ACC&PAY required
revenue other agencies
other senior staffs
Budgeting the revenue Budget for revenue collection
Confirmation
D CS(F)
CS(F),D.B.,
DB of balances
Chief
D.R, and decision Annually/as
secretary &
D.ACC&PAY and support for required
other agencies
Accounting & Reporting relevant other senior staffs A/Cs for revenues from revenue
stakeholders NPC management
Ministry of Health & IM
Complementa
ry activities
& Co -
responsibilitie
Subject / Sector Processes Activity / Responsibility Achievements s Time Frame
Category Key Processes How Who with Whom Outputs Outcomes
1. General Leadership Set Vision Secretary/Health & Availability of Vision Sector wise Chief Immediately
Management Senior Statement direction Secretary & as soon as
Management Team made known Provincial possible
Shared council Review
Orientation officials. Annually
Assess Organizational environment and Secretary/Health, Statement on Conducive Hon. Governor Immediately
define values & Senior Organisation Values Working & Chief as soon as
Management Team Strength, Weakness, Environment Minister possible
Opportunity and Defined Review
Threats identified.
identified Strategic Annually
Plan
Apply NPC culture & identity Secretary/Health, Culture identity Disciplined Hon. Governor Immediately
& Senior maintained staff. & Chief as soon as
Management Team Oriented in Minister possible
NPC identity Review
& culture. Annually
Define Mission & Goals Secretary/Health,
Secretary/Health Availability of Mission Shared Chief Minister Early as
& Senior statement Orientation & WHO possible
Management Team Agreed Goals Agreement Review
on goals and Annually
performance
Formulate Strategies Secretary/Health & Strategy Statement Sector Ministry of Early as
Senior available priority Health, possible
Management
g Team known Secretaries Review
Committee, Annually
Treasury and
Finance
Commission
Define Key success factors & indicators Secretary/Health & Key success factors Abled to use Ministry of Early as
Senior and Indicators tools as key Health, possible
Management Team identified. factors and Secretaries Review
i di t
indicators. C
Committee,
itt Annually
A ll
Treasury and
Finance
Commission
Give feedback to Staff. Secretary/Health, Review Meetings Gaps Heads of Quarterly
PDHS, PDIM & conducted regularly identified Institutions
AOO and MOOH & MO
duplications I/C
Establish learning environment Secretary/Health & Knowledgeable and Improve Ministry of As early as
Senior motivated staff capacity of Health, possible
Management Team staff MDTD & Continuously
Human Chief
Resource Secretary
Development
Develop team spirit Secretary/Health & Established team sprit. Able to work Chief Soon as
Senior as team Secretary & possible
Management Team Secretaries Continuously
Committee
Motivate and Create opportunity for collective action Chief Secretary, Identified Team Spirit Ministry of Continuously
inspire Secretary/Health & Opportunities Better Health,
Senior understandin INGOO &
Management Team g among NGOO
staff
Facilitate collective action Chief Secretary, Common facilities Better Ministry of Continuously
S
Secretary/Health
t /H lth & made
d available
il bl iinteraction
t ti H lth &
Health
Senior between staff INGOO
Management Team
Mobilize Identify stakeholders & Partners Chief Secretary, List of Stakeholders Optimum Review As and when
Support Secretary/Health, identified utilization of meetings with required
PDHS, PDIM & Resources Donors and
DPDHS Partners
Formulate Stake holders / Partner Chief Secretary, MoU / Agreement Improved Donors / As and when
working arrangement Secretary/Health, available Health Partners required
PDHS & PDIM Facilities
Mobilize Review Human resource requirement Secretary/Health, Staff appropriately Optimum Chief Annually
Resource PDHS & PDIM distributed utilization ofSecretary,
Cadre filled and available DPDDHS,
revised regularly Human Head of
Resources Institutions &
Treasury
Review status of office, Equipment / Secretary/Health, Redistribution of Optimum Head of Annually &
Vehicles / Machineries / Fixed & Head of Equipments / Vehicles utilization of Departments, When ever
movable assets. Departments, / Assets Assets Head of necessary
BME Director
BME, Sufficient logistics Needs Institutions
Institutions,
Works & Chief made available satisfied INGOO &
Accountant Logistics Donor
Improved Agencies
Health
lh
facilities
Manage Define services delivery performance Secretary/Health, Reduce MMR by three

Secretary/Health Achieve Head of Continuously
Performance standard. PDHS & DPDHS quarters, reduce IMR Millennium Departments,
by two thirds and Development Head of
reduce Low Birth Goal, WHO's Institutions,
Weight by 50% by Goal
Goal, MOOH PHII
MOOH, PHII,
2015 Ministry of PHMWW,
Combat HIV/AIDS and Health Goals UNICEF,
Malaria and Northern WHO,
Reduce Dengue, TB Province Ministry of
and Mental Illness goals Health &
Donors
Define organizational & individual Secretary/Health, Set Organisational and Better Image Head of Continuously
expectations. PDHS, PDIM & Individual expectations Self satisfied Departments,
DPDHS and targets staff Head of
I tit ti
Institutions &
MOOH
Define benchmarks & milestones. Secretary/Health, Reduce MMR by three Achievement Head of Continuously
PDHS, PDIM & quarters of National Departments,
DPDHS Reduce IMR by two Standards Head of
thirds and WHO Institutions,
Reduce Low Birth Standards MOOH, PHII
Weight in 2015 Satisfied & PHMWW
Combat HIV/AIDS and Stakeholders
Malaria
Set Benchmark and
Milestone
Prepare responsibility chart Secretary/Health, Job Description and Accountabilit AOO & Early as
PDHS, PDIM & Job Responsibility y and Planning Unit possible
DPDHS Chart available Effective Review
Performance Annually
Facilitate change management practices Secretary/Health, Modern Management Effective Chief Early as
PDHS, PDIM, System Established Management Secretary, possible
DPDHS & Senior (Web based Process DCS Planning Review
Management Team management, & DCS Annually
Electronic Finance
computerised system
established)
Motivate Subordinates Secretary/Health, Motivated Staff Better Head of Continuously
PDHS, PDIM & Performance Departments,
DPDDHS Head of
Institutions &
MOOH
Assess service delivery performance Secretary/Health, OPD waiting time Satisfied Head of As soon as
PDHS PDIM &
PDHS, minimized Customers
Customers, Institutions
Institutions, possible and
DPDHS Waiting for Clinics and Clients and Specialists, Continuously
Operations minimized Stakeholders MOOH, MOO
Quality Health Nationally I/C, MOO and
S i
Services provided
id d andd H lth Staff
Health St ff
Public complaints Internally
minimised recognised
services
Coordination Establish / Participate in inter agencies Secretary/Health, Inter sectoral co- Improved Chief Immediately
coordination PDHS, PDIM & ordination meetings Inter Sectoral Secretary and and
Arrangements at provincial & department DPDDHS arranged relationship Provincial Continuously
level. Provincial and National Improved Secretaries
Meetings, Workshops national level Committee
and Seminars attended and
Provincial
level co-
ordination
Establish / conduct periodic meetings Secretary/Health, Hospital development Improved All Quarterly
with beneficiaries / clients. PDHS, PDIM & Committee Meetings Public Stakeholders
DPDDHS MOOH Meetings on Relations
awareness in Less
preventive diseases complaints
Public Days Meetings by Media
headed by Head of
Departments
Establish / conduct regular staff Secretary/Health, Regular Meetings with Better All As soon as
meetings. PDHS, PDIM, staff arranged at all coordination Stakeholders possible and
DPDDHS MOOH
DPDDHS, l l
levels established
t bli h d C ti
Continuously
l
& MO I/C HDC, Sectoral Satisfied
Committee Meetings Trade
arranged Unions
Assist to implement national level Secretary Health National level Improved Chief As soon as
programms & activities. Line Ministry, programmes and coordination Secretary and possible and
DGHS Line activities implemented and Line Ministry Continuously
Ministry
Ministry, satisfactorily relationship Officials
Secretary Health, at National
PDHS, DPDDHS level
& MOOH Satisfied
national level
Health
Authorities
Report to appropriate authorities in any Secretary/Health, Better coordination Efficient Chief As soon as
emergencies PDHS, PDIM, with Authorities coordination Secretary and possible and
DPDHS & MOOH established at Strategic Secretaries Continuously
Emergencies attended level Committee
immediately and Well National
satisfactorily prepared to Authorities
attend any
emergencies
and disasters
Manage
M Identify
Id tif information
i f ti needs
d & establish
t bli h Secretary
S t Health
H lth P Periodic
i di Reports
R t on Facilitate
F ilit t Review
R i by b Q t l
Quarterly
Information MIS and Senior inputs and outputs review of Secretary
Management Team relevant for Performance Health and
Performance PDHS
Provide information to partners / Stake Secretary/Health, Periodic reports to Partners / Review by Quarterly
holders PDHS, PDIM & Partners / Stakeholders Stakeholders Chief
DPDHS aware of Secretary,
Department Secretary
activities Health, PDHS
& PDIM
Provide information to public news Secretary/Health, Periodic News and Improved Review by Quarterly
l tt
letters PDHS
PDHS, PDIM
PDIM, I f
Information
ti available
il bl P
Public
bli IImage S
Secretary
t
DPDDHS & to the Public Health, PDHS
MOOH & PDIM
Provide information to beneficiaries / Secretary/Health
y Periodic reports
p to Beneficiaries Review by y Annually
y
clients. and Head of Beneficiaries / Clients / Clients Secretaries
Departments Direction boards, aware of Committee
Handouts, Public service Meeting
addressing system delivery
established activities
Institutional Review department functions and Secretary/Health Updated Ministry and Clarity of Review by As soon as
Development organizational structures. and Head of Department functions Ministry and PHC and possible and
D
Departments
t t andd structures
t t D
Department
t t Sectoral
S t l reviewed
i d ffor
functions Meeting annually
Review delegation of functions Hon. Governor, Departmental functions Established Review by Bi Annually
Chief Secretary, delegated and reviewed authority of PHC and
Secretary/Health, regularly functions Sectoral
Management team
Issue circular instructions and guide Secretary/Health Circulars and Stream line Review by Bi Annually
lines. and Head of guidelines issued departmental PHC and
Departments regularly activities Sectoral
Meeting
Ad t / review
Adopt i department
d t t rules
l Chieff Secretary,
Chi S t Departmental
D t t l Rules
R l St
Stream li
line Review
R i by b Bi Annually
A ll
Secretary/Health reviewed regularly departmental PHC and
and Senior activities Sectoral
Establish staff supervision & appraisal. Secretary/Health, Staff supervision and Acieved Review at As soon as
Head of appraisal system better Sectoral possible and
Departments, available Internal Committee reviewed for
MOOH & MO I/C Control and Meeting annually
Staff
utilization.
Formulate Succession Plan Secretary/Health Succession Plan and Ensured Review at Annually
and
dSSenior
i St t
Statementt prepared.
d sustainability
t i bilit Sectoral
S t l
Management team and Committee
continuity. Meeting
Capacity
p y Provide updated
p information and Secretary
y Health Skill team developed.
p Improvement
p MDTD,, As and when
Building knowledge and skills of employees. and Senior of Ministry of required
Management Team Performance Health &
WHO
Provide facilities to employees in career Secretary Health Skill Development Improvement Chief Immediately
development and Senior of Secretary, Review
Management Team Performance PPA, MDTD annually
Improved & Line
C
Career Ministry
Mi i t off
Prospects Health
Provide training in office automation. Secretary Health Training of office staff Abled to MDTD & PPA Immediately
and Senior provided. utilize th Review in 6
Management Team Skill Development and machineries. months
Office system Improvement
automated. of
Performance
Efficient
Office
System.
Provide opportunities for local/foreign Line Ministry of Department Professionali Ministry of Continuously
professional training. Health, Chief Professional zation of the Health, Chief
Secretary & development Department Secretary,
Secretary Health programmes updated Secretary
established knowledge Health &
and skills MDTD
Governance Formulate Human Resource Secretary Health Policies and Plans Efficient Ministries and Annually
and good Development Policy and Senior officers to Client
practices Management Team handle the Departments
activities
effectively
2. Financial Budgeting Assess medium term demand for service Secretary Health Medium-term Forecast Clarity in Review by Annually
Management provided by the department. and Senior of Service delivery medium-term Secretary
Management
g Team needs resource Health and NP
requirements Deputy Chief
Secretary
(Finance)
Assess / Review recurrent expenditure Secretary Health Recurrent expenditure Performance Chief Annually
needs. and Chief statement Improved Secretary &
Accountant DCS Finance
Preparation
i off ddepartmentall bbudget.
d S
Secretary Health
l h Budget
d Bookk Cl i iin
Clarity Deputy Chi
Chieff Annually
A ll
and Senior expenditure Secretary
Management Team priorities and (Finance)
ppurposes
p
Prepare documents for obtaining Secretary Health Estimates and BOQQ Improved Client Half Yearly
allocation of funds for development and Senior Development Departments
activities. Management Team and Ministries
Expenditure Establish financial management system. Secretary Health Accounting Manual Improved Deputy chief Annually
Management and Senior financial Secretary
Management Team management - Finance
Cash
Management
, Financial
Information
System,
Planning /
B d i
Budgeting,
Accountabilit
y
Establish / Review financial management Secretary Health Financial Reports Implement Ministries and Monthly /
delegation within department. and Senior the Financial Client Quarterly
Management Team Management Departments
effectively
E t bli h goodd procurementt practices.
Establish ti S
Secretary
t H
Health
lth Annual
A lP
Procurementt St
Streamline
li Ministries
Mi i t i andd Annually
A ll
and Senior Programme Procurement Client
Management Team Departments
Constitute procurement boards. Secretary Health Annual Procurement Avoid waste, Ministries and Annually
and Senior Programme corruption Client
Management Team and abuses in Departments
the
procurement
Issue Circular Secretary Health Updated Circulars for Effectiveness Deputy chief Periodically
and Senior Service delivery and Secretary
M
Management tTTeam Effi i
Efficiency iin Finance
Fi
the delivery
of service
Instructions and guidelines. Secretary Health Financial Statements Through up Deputy chief Periodically
and Senior to date Secretary
Management Team reliable Finance
accounting
(more
effective
expenditure
control)
Maintain up-dated information on Secretary Health Statement of Internal Deputy chief Monthly /
rec rrent and capital expenditure
recurrent e pendit re and Senior E pendit re
Expenditure control and Secretary
Secretar Q arterl
Quarterly
Management Team performance Finance
measures,
opportunity
cost of
capital and
time value of
money,y,
Managerial
accountabilit
y
Mi i i costt overrun
Minimize S
Secretary
t H
Health
lth Financial
Fi i lPProgress IImproved d Deputy
D t chief
hi f M thl
Monthly
and Senior Reports performance Secretary
Management Team and Task Finance
achievements
Ensure proper use of funds. Secretary Health Financial Statements Efficient Deputy chief Monthly
and Senior Management Secretary
Management Team of Funds Finance
Monitoring Review capital and recurrent expenditure Secretary Health Expenditure Reports More Deputy chief Monthly /
and and Senior effective Secretary Quarterly
Expenditure Management Team expenditure Finance
R i
Review control
t l
Review bank reconciliation, Advance Secretary Health Relevant Financial Ensuring a Deputy chief Monthly /
account activity, Advance to public and Senior Reports / Statements proper Secretary Quarterly
officers and deposit account. Management Team Financial Finance
Management
Maintain financial discipline. Secretary Health Audit Reports Ensuring the Deputy chief Periodically
and Senior clean and Secretary
Management Team healthy Finance
financial Deputy Chief
administratio Secretary
n Audit
Update information on general treasury Secretary Health Financial Policies and Facilitate Ministries and Periodically
circulars and inland revenue circulars for and Senior Plans smooth Client
implementation. Management Team functioning - Departments
fairly,
uniformly
and
courteously
Strengthening Performance Appraisal Secretary Health Performance Reports Motivated Ministries and Annually
System for the officers and Senior updated / reviewed. Officers Client
Management Team based on Departments
M it andd
Merit
Reward
System
3.Developme
p Service Review pprovincial gguidelines on Secretary
y Health,, Provincial gguidelines Updated
p Chief Immediately
y
nt Delivery formulation, implementation and PDHS, PDIM & on formulation and information Secretary, & Annually
Programme coordination of plans for provincial DPDDHS implementation of are being PPA & DCS
& Service service delivery. plan reviewed. shared and Planning
desiminated
by staff.
Review sectoral service delivery Secretary Health, Service delivery Established Chief As soon as
responsibility. PDHS, PDIM & responsibility chart assigned Secretary possible &
DPDDHS reviewed
i d / updated.
d t d responsibiliti
ibiliti A
Annually
ll
es.
Update guidelines on formulation of PDHS, PDIM & Guidelines on Effective Secretary As soon as
sectoral service deliveryy pplan. DPDDHS formulation of sectoral service Health ppossible &
service delivery plan. delivery plan Annually
Prepare long term investment plan Secretary Health, Long term investment Strategy Chief 1 Year
PDHS, PDIM & plan available defined Secretary &
MO Planning DCS Planning
Prepare annual implementation plan Secretary Health, Annual implementation Strategy Chief As soon as
PDHS, PDIM & plan available defined Secretary & possible &
MO Planning DCS Planning Yearly
Review delegation of functions. Hon.Governor, Functions delegated Established Chief As soon as
Chief Secretary & system Secretary & possible &
D l
Development t Mobilize
M bili Resource
R Support
S t for
f Financing
Fi i Secretary
S t Health
H lth Partner
P t / Stakeholders
St k h ld R
Resource S
Secretary
t A
Annually
ll
Coordination Medium-term Service delivery plan. Support Programme support Health & DCS
commitments Planning
Coordinate with the client for Secretary
y Health, Cash Flow Statement Reduction of Clients Monthly
y
maintaining cash flow. PDHS, PDIM, Wastages
Chief Accountant
& Accountants
meetings Secretary Health,
Health Updated Progress Improved Secretary to Once in two
PDHS & PDIM Reports Performance relevant months
Ministry
Review Project Management. Secretary Health, Availability of accurate Better Partners / Continuously
PDHS PDIM,
PDHS, PDIM progress reports
t monitoring
it i St
Stakeholders
k h ld
DPDDHS & Head
of Institutions
Progress Review implementation status and update Secretary Health, Reports on the status of Oversight of
Chief Quarterly,
Review and service delivery improvement plan. PDHS & PDIM service delivery service Secretary & Annually
Monitoring delivery Secretary
improvement
Health
Monitor and review Secretary Health, Progress regularly Target Chief Continuously
progress PDHS, PDIM & monitored achieved Secretary &
MO Planning Secretaries
C
Committee
itt
Preparation of activity chart Secretary Health, Activity Bar Chart and Financial Chief Regularly
and cash flow statement. PDHS, PDIM, Statement of cash flow. Management Secretary &
Chief Accountant DCS Finance
& PD Accountant
Provincial Director of Health Services.
Complementa
ry activities
& Co -
responsibilitie
Subject / Sector Processes Activity / Responsibility Achievements s Time Frame
C t
Category K Processes
Key P H
How Wh with
Who ith Wh
Whom O t t
Outputs O t
Outcomes
1. General Leadership Set Vision PDHS, DPDDHS Availability of Vision Sector wise Secretary and Immediately
Management & Statement direction Senior as soon as
Senior made Management possible
Management Team known Team Review
Shared Annually
Orientation
Assess Organizational environment and PDHS,
PDHS DPDDHS Statement on Shared and Hon. Governor Immediately
Hon
define values & Organisation Values, dessiminated & Chief as soon as
Senior Strength, Weakness, among staff. Minister possible
Management Team Opportunity and Defined Review
Threats identified.
identified Strategic Annually
Plan.
Apply NPC culture & identity PDHS, DPDDHS Culture identity Disciplined Hon. Immediately
& maintained Staff. Governor,, as soon as
Senior Oriented Chief Minister possible
Management Team staff in NPC & Chief Review
culture and Secretary Annually
identity.
Define Mission & Goals PDHS, DPDDHS Availability of Mission Shared Chief Minister Early as
& statement Orientation & WHO possible
Senior Agreed Goals Agreement Review
M
Management tT
Team on goalsl and
d Annually
A ll
performance
Formulate Strategies PDHS, DPDDHS Strategy Statement Sector Ministry of Early as
& available priority Health, possible
Senior known Secretaries Review
Management Team Committee, Annually
Treasury and
Finance
Commission
Define Key success factors & indicators PDHS, DPDDHS Identified key factors Abled to use Ministry of Early as
& and Indicators the key Health, possible
Senior identified
identified. factors and Secretaries Review
Management Team indicators. Committee, Annually
Treasury and
Finance
Commission
Give feedback to Staff. PDHS, DPDDHS Review Meetings Gaps Heads of Quarterly
& conducted regularly identified Institutions
Senior and MOOH & MO
Management Team duplications I/C
avoided
Establish learning environment PDHS, DPDDHS Knowledgeable and Improve Ministry of As early as
& motivated
ti t d staff
t ff capacity
it off H lth
Health, possible
ibl
Senior staff MDTD & Continuously
Management Team Human Chief
Resource Secretary
Development
Develop team spirit PDHS, DPDDHS Established team sprit. Able to work Chief Soon as
& as team Secretary & possible
Senior Secretaries Continuously
Management Team Committee
Motivate and Create opportunity for collective action PDHS, DPDDHS Identified Team Spirit Ministry of Continuously
i i
inspire & O
Opportunities
ii B
Better H lh
Health,
Senior understandin INGOO &
Management Team g among NGOO
staff
Facilitate collective action PDHS, DPDDHS Common facilities Better Ministry of Continuously
& made available interaction Health &
Senior between staff INGOO
Management Team
Mobilize Identify stakeholders & Partners PDHS, DPDDHS List of Stakeholders Optimum Review As and when
Support & identified utilization of meetings with required
Senior Resources Donors and
Management Team Partners
Formulate Stake holders / Partner PDHS, DPDDHS MoU / Agreement Improved Donors / As and when
working arrangement & available Health Partners required
Senior Facilities
Management Team
Mobilize Review Human resource requirement PDHS with senior Staff appropriately Optimum Chief Annually
Resource team and distributed utilization of
Secretary,
DPDDHS. Cadre filled and available DPDDHS,
revised regularly Human Head of
Resources Institutions &
Treasury
Deployment / Recruitment PDHS with senior Availability of staff Better office Secretary and Whenever
team and management Chief required
DPDDHS. Secretaryy
Review status of office, Equipment / PDHS with senior Redistribution of Optimum Head of Annually &
Vehicles / Machineries / Fixed & team and Equipments / Vehicles utilization of Institutions, When ever
movable assets. DPDDHS. / Assets Assets Agencies necessary
Sufficient logistics Needs
made available satisfied
Logistics
Improved
Health
facilities
Manage Define services delivery performance PDHS with senior Reduce MMR by three Achieve Head of Continuously
Performance standard. team and quarters, reduce IMR Millennium Institutions,
DPDDHS. by two thirds and Development MOOH, PHII,
reduce Low Birth Goal, WHO's PHMWW,
Weight by 50% by Goal, UNICEF,
2015 Ministry of WHO,
Combat HIV/AIDS and Health Goals Ministry of
Malaria and Northern Health &
Reduce Dengue, TB Province Donors
and Mental Illness goals
Define organizational
g & individual PDHS with senior Set Organisational
g and Better Imageg Head of Continuously
y
expectations. team and Individual expectations Self satisfied Institutions &
DPDDHS. and targets staff MOOH
Define benchmarks & milestones. PDHS with senior Reduce MMR by three Achievement Head of Continuously
team and quarters of National Institutions,
DPDDHS. Reduce IMR by two Standards MOOH, PHII
thirds and WHO & PHMWW
Reduce Low Birth Standards
Weight in 2015 Satisfied
Combat HIV/AIDS and Stakeholders
Malaria
Set Benchmark and
Milestone
il
Prepare responsibility chart PDHS with senior Job Description and Accountabilit AOO & Early as
team Job Responsibility y and Planning Unit possible
Chart available Effective Review
Performance Annually
Performance appraisal PDHS with senior Established system for Better Secretary and Continuously
team performance appraisal. administratio Chief
n Secretary.
S
Facilitate change management practices PDHS with senior Modern Management Effective Chief Early as
team and System Established Management Secretary, possible
DPDDHS. (Web based Process DCS Planning Review
management, & DCS Annually
Electronic Finance
computerised system
established)
Motivate Subordinates PDHS with senior Motivated Staff Better Head of Continuously
team Performance Departments,
Head of
Institutions &
MOOH
y pperformance
Assess service delivery PDHS with senior OPD waiting g time Satisfied Head of As soon as
team and minimized Customers, Institutions, possible and
DPDDHS. Waiting for Clinics and Clients and Specialists, Continuously
Operations minimized Stakeholders MOOH, MOO
Quality Health Nationally I/C, MOO and
Services provided and Health Staff
Public complaints Internally
minimised recognised
services
Coordination Establish / Participate in inter agencies PDHS with senior Inter sectoral co- Improved Chief Immediately
coordination team and ordination meetings Inter Sectoral Secretary and and
Arrangements
g at pprovincial & department
p DPDDHS. arranged
g relationship
p Provincial Continuously
y
level. Provincial and National Improved Secretaries
Meetings, Workshops national level Committee
and Seminars attended and
Provincial
level co-
ordination
Establish / conduct periodic meetings PDHS with senior Hospital development Improved All Quarterly
with beneficiaries / clients. team and Committee Meetings Public Stakeholders
DPDDHS. MOOH Meetings on Relations
awareness in Less
preventive diseases complaints
Public Days Meetings by Media
headed by Head of
Departments
Establish / conduct regular staff PDHS with senior Regular Meetings with Better All As soon as
meetings
meetings. team and staff arranged at all coordination Stakeholders possible and
DPDDHS. levels established Continuously
HDC, Sectoral Satisfied
Committee Meetings Trade
arranged Unions
Assist to implement national level PDHS and National level Improved Secretary/Heal As soon as
programmes & activities. DPDDHS programmes and coordination th, Chief possible and
activities implemented and Secretary and Continuously
satisfactorily relationship Line Ministry
at National Officials
level
Satisfied
national level
Health
Authorities
Report to appropriate authorities in any PDHS and Better coordination Efficient Chief As soon as
emergencies DPDDHS with Authorities coordination Secretary, possible and
established at Strategic Secretary/Heal Continuously
Emergencies attended level th and
immediately and Well Secretaries
satisfactorily prepared to Committee
attend any National
emergencies Authorities
and disasters
Manage Identify information needs & establish PDHS and Periodic Reports on Facilitate Review by Quarterly
Information MIS DPDDHS inputs and outputs review of Secretary
relevant for Performance Health and
Performance PDHS
Provide information to partners / Stake PDHS and Periodic reports to Partners / Review by Quarterly
holders DPDDHS Partners / StakeholdersStakeholders Chief
aware of Secretary,
activities Health &
PDHS
Provide information to public news PDHS and Periodic News and Improved Review by Quarterly
letters DPDDHS Information available Public Image Chief
to the Public Secretary,
Secretary
Health &
PDHS
Provide information to beneficiaries / PDHS and Periodic reports to Beneficiaries Review by Annually
clients. DPDDHS Beneficiaries / Clients / Clients Secretaries
Direction boards, aware of Committee
Handouts, Public service Meeting
addressing system delivery
established activities
Institutional Review department functions and PDHS and Updated Ministry and Clarity of Review by As soon as
Development
p organizational
g structures. DPDDHS Department
p functions Ministry y and PHC and ppossible and
and structures Department Sectoral reviewed for
functions Meeting annually
Review delegation of functions Hon. Governor, Departmental functions Established Review by Bi Annually
Chief Secretary,
Secretary delegated and reviewed authority of PHC and
Secretary/Health, regularly functions Sectoral
Management team
Issue circular
i l iinstructions
i and
d guide
id PDHS S andd Ci l and
Circulars d S
Stream liline Review
i bby Bii A
Annually
ll
lines. DPDDHS guidelines issued departmental PHC and
regularly activities Sectoral
Meetingg
Adopt / review department rules Chief Secretary, Departmental Rules Stream line Review by Bi Annually
Secretary/Health reviewed regularly departmental PHC and
and Senior activities Sectoral
Establish staff supervision & appraisal. PDHS with senior Staff supervision and Better Review at As soon as
team and appraisal system Internal Sectoral possible and
DPDDHS available support and Committee reviewed for
Staff Meeting annually
utilization
achieved
achieved.
Formulate Succession Plan PDHS with senior Succession Plan and Improved Review at Annually
team and Statement prepared. sustainability Sectoral
DPDDHS . Committee
Continuity Meeting
Capacity Provide updated information and PDHS with senior Skill team developed. Improvement c As and when
Building knowledge and skills of employees. team and of required
DPDDHS Performance
Provide facilities to employees in career PDHS with senior Skill Development Improvement Chief Immediately
development team and of Secretary, Review
DPDDHS Performance PPA, MDTD annually
Impro ed
Improved & Line
Career Ministry of
Prospects Health
Provide training
g in office automation. PDHS with senior Trainingg in office staff Abled to MDTD & PPA Immediately
y
team and provided utilize the Review in 6
DPDDHS use of months
machineries.
Provide opportunities for local/foreign Line Ministry of Department Professionali Ministry of Continuously
professional training. Health, Chief Professional zation of the Health, Chief
Secretary development Department Secretary,
Secretary/Health & programmes updated Secretary
PDHS
PDHS. established
t bli h d k
knowledge
l d H
Health
lth &
and skills MDTD
Governance Formulate Human Resource Secretary/Health , Policies and Plans
Efficient Ministries and Annually
and good Development Policy PDHS and Senior officers to Client
practices Management Team handle the Departments
activities
effectively
Strengthening Performance Appraisal PDHS with senior Performance Reports Motivated Ministries and Annually
System for the officers team and updated / reviewed. Officers Client
DPDDHS based on Departments
Merit and
Reward
System
2. Financial Budgeting Assess medium term demand for service PDHS and Medium-term Forecast Clarity in Review by Annually
Management
g pprovided by
y the department.
p Accountant of Service delivery
y medium-term Secretary
y
needs resource Health and NP
requirements Deputy Chief
Secretary
(Finance)
Assess / Review recurrent expenditure PDHS and Recurrent expenditure Performance Chief Annually
needs. Accountant statement Improved Secretary &
DCS Fi
Finance
Preparation of departmental budget. PDHS and Budget Book Clarity in Deputy Chief Annually
Accountant expenditure Secretary
priorities
p and (Finance)
( )
purposes
Prepare documents for obtaining PDHS and Estimates and BOQQ Improved Client Half Yearly
allocation of funds for development Accountant Development Departments
activities
activities. and Ministries
Expenditure Establish financial management system. PDHS with senior Accounting Manual Improved Deputy chief Annually
Management team and financial Secretary
Accountant management - Finance
Cash
Management
, Financial
Information
System,
Planning /
Budgeting,
Budgeting
Accountabilit
y
Establish / Review financial management
g PDHS with senior Financial Reports
p Implement
p Ministries and Monthlyy /
delegation within department. team and the Financial Client Quarterly
Accountant Management Departments
effectively
Establish good procurement practices.
practices PDHS with senior Annual Procurement Streamline Ministries and Annually
team and Programme Procurement Client
Accountant Departments
Constitute procurement boards. PDHS with senior Annual Procurement Avoid waste, Ministries and Annually
t
team and
d P
Programme corruption
ti Cli t
Client
Accountant and abuses in Departments
the
procurement
Issue Circular Secretary Health Updated Circulars for Effectiveness Deputy chief Periodically
Service delivery and Secretary
Efficiency in Finance
the delivery
of service
Instructions and guidelines. Secretary Health , Financial Statements Through up Deputy chief Periodically
PDHS and Senior to date Secretary
Management Team reliable Finance
accounting
(more
effective
expenditure
control)
Maintain up-dated information on PDHS with senior Statement of Internal Deputy chief Monthly /
rec rrent and capital expenditure
recurrent e pendit re team and E pendit re
Expenditure control and Secretary
Secretar Q arterl
Quarterly
Accountant performance Finance
measures,
opportunity
cost of
capital and
time value of
money,y,
Managerial
accountabilit
y
Mi i i costt overrun
Minimize PDHS with
ith senior
i Fi
Financial
i lPProgress IImproved d Deputy
D t chief
hi f M thl
Monthly
team and Reports performance Secretary
Accountant and Task Finance
achievements
Ensure proper use of funds. PDHS with senior Financial Statements Efficient Deputy chief Monthly
team and Management Secretary
Accountant of Funds Finance
Monitoring Review capital and recurrent expenditure PDHS with senior Expenditure Reports More Deputy chief Monthly /
and team and effective Secretary Quarterly
Expenditure Accountant expenditure Finance
Review control
Review bank reconciliation, Advance PDHS with senior Relevant Financial Ensuring a Deputy chief Monthly /
account activity, Advance to public team and Reports / Statements proper Secretary Quarterly
p
officers and deposit account. Accountant Financial Finance
Management
Maintain financial discipline. PDHS with senior Audit Reports Ensuring the Deputy chief Periodically
team and clean and Secretary
Accountant healthy Finance
financial Deputy Chief
administratio Secretary
n Audit
Update information on general treasury PDHS with senior Financial Policies and Facilitate Ministries and Periodically
circulars and inland revenue circulars for team and Plans smooth Client
implementation. Accountant functioning - Departments
fairly
fairly,
uniformly
and
courteously
3.Developme Service Review provincial guidelines on PDHS with senior Provincial guidelines Updated Chief Immediately
nt Delivery formulation, implementation and team and on formulation and information Secretary, & Annually
Programme coordination of plans for provincial DPDDHS implementation of are being Secretary/Heal
& Service service delivery. plan reviewed. shared and th, PPA &
desiminated DCS Planning
by staff.
Review sectoral service delivery PDHS with senior Service delivery Established Chief As soon as
responsibility.
ibilit tteam and
d responsibility
ibilit chart
h t assigned
i d S
Secretary
t possible
ibl &
DPDDHS reviewed / updated. responsibility Secretary Annually
. Health
Update
p gguidelines on formulation of PDHS with senior Guidelines on Effective Secretary
y As soon as
sectoral service delivery plan. team and formulation of sectoral service Health possible &
DPDDHS service delivery plan. delivery plan Annually
Prepare long term investment plan PDHS with senior Long term investment Strategy Chief 1 Year
team and plan available defined Secretary
Secretary,
DPDDHS Secretary/Heal
th & DCS
Planning
Prepare annuall iimplementation
l i plan
l PDHSS with
i h senior
i A
Annuall iimplementation
l i S Strategy Chi f
Chief A soon as
As
team and plan available defined Secretary, possible &
DPDDHS Secretary/Heal Yearly
th & DCS
Planning
Review delegation of functions. Hon.Governor, Functions delegated EstablishedChief As soon as
Chief Secretary & system Secretary & possible &
Development Mobilize Resource Support for Financing PDHS with senior Partner / Stakeholders Resource Secretary Annually
Coordination Medium-term Service delivery plan. team and Support Programme support Health & DCS
DPDDHS commitments Planning
Coordinate with the client for PDHS with senior Cash Flow Statement Reduction of Clients Monthly
maintaining cash flow. team and Wastages
DPDDHS
Att d sectoral
Attend t l review
i meetings.
ti PDHS withith senior
i Updated
U d t dPProgress IImprovedd Secretary
S t tto Once iin two
O t
team and Reports Performance relevant months
DPDDHS Ministry
Review Project
j Management.
g PDHS with senior Availability
y of accurate Better Partners / Continuously
y
team and progress reports monitoring Stakeholders
DPDDHS
Progress Review implementation status and update PDHS with senior Reports on the status of Oversight of
Chief Quarterly,
Review and service delivery improvement plan. team and service delivery service Secretary & Annually
Monitoring DPDDHS delivery Secretary/Heal
improvement
th
Monitor and review PDHS with senior Progress regularly Target Chief Continuously
progress team
t andd monitored
it d achieved
hi d S
Secretary
t &
DPDDHS Secretaries
Committee
Preparation
p of activity
y chart PDHS with senior Activity
y Bar Chart and Financial Chief Regularly
g y
and cash flow statement. team and Statement of cash flow. Management Secretary &
DPDDHS DCS Finance
Department of Indigenous Medicine
Subject / Activity Responsibility Achievements Complimenta Time Frame

Category Key How Who with whom Outputs Outcomes
Processes
1. General Leadership Set vision
Management
Assess Organizational Environment And Director with Organizational Vision Shared Chief Annually
Define values Heads of and Values statement Orientation Secretary,
Apply NPC culture and values Director with Identifies Values and Shared value Chief
Heads of culture and culture Secretary,
y,
Define Mission and Goals Director with Mission and Goal Agreement Chief Annually
Heads of statement on role (what Secretary,
Formulate strategies Director with Strategy statement Priority Secretary Annually
Heads of actions
Define key success factors and indicators Director with Organizational Good Secretary Annually
Heads of Performance performance
Give feedback to staff Director with Quarterly review What needs Chief Quarterly
Heads of meeting to be done Secretary
Secretary,
Establish Learning Environment Director with Knowledgeable staff Responsibilit Secretary Annually
Heads of y for
Develop team sprit Director with Knowledgeable staff They able to
office staff work as a
Motivate and Create opportunity for collective action Director with Motivated staff Knowledgea
inspire Heads of ble staff
Facilitate collective action Director with Team Spirit Collective
H d off
Heads attitude
i d
Mobilize Identify Stakeholders / partners Director with Stakeholders / partners, Optimum Chief Annually
Support Heads of Identification of utilization of Secretary,
Formulate Stakeholders / partner working Director with A.O Partnership Programme Partner Chief Annually
arrangements support Secretary,
Mobilize Review human resource requirement Director with Identification of HR Improved Chief Annually
Resource Heads of needs service Secretary,
Review status of office Equipment
q p / Director with Knowledge g on the Regular
g Secretary
y Annually
y
Vehicles / machineries / fixed and Heads of status of the resources updates on
Manage Define service delivery performance PDIM, HOD & Identification of Improved Secretary When
Performance standards MOIC performance indicators service necessary
Define the Organizational and individual Director with A.O Identification of field Dept. aware Chief Annually
expectation of what is to Secretary,
Define Benchmarks and milestones Director with A.OKnowledge of Aware of Chief Annually
performance how we are Secretary,
Prepare responsibility chart Director with A.O
A O Department Dept aware
Dept. Chief Annually
responsibility chart and of what is Secretary,
Facilitate change management practices Director with AO Provide Knowledge to Efficient Chief When
staff in new service Secretary, necessary
Motivate subordinates Director with AO Motivated staff to Satisfied Chief Annually
improve performance costumers Secretary,
Assess service delivery performance Director with AO Performance Customer Chief Annually
management
g Satisfaction Secretary,
y,
Coordination Establish / Participate in Inter - agency Director Better relationship Participatory Chief Annually
Coordination Arrangements at Provincial reduction of gaps and approach Secretary,
Establish / Conduct periodic meetings Director with Reports on Understandin Secretary Quarterly
with beneficiaries / Clients Heads of beneficiaries / patients g of
Establish / Conduct regular staff meetings Director with Discipline & control of Closer staff Secretary Regularly
Heads of office system. relations and
Assist to implement national level Director with Problem solving Build public Secretary Regularly
programmes and activities Heads of merge
Report to appropriate authorities in any Director with HOD Avoidance of problem Target Secretary Regularly
emergencies & D/PDHS achievement
Manage Identify Information needs and Establish Director with Periodic reports on Facilitate Review by Quarterly
Information; MIS Heads of inputs and outputs review of Secretary
Provide information to partners / Director, IT unit Periodic reports to partners / Review by Quarterly
stakeholders partners / stakeholders stakeholders Secretary
Provide information to public news Director, IT unit Periodic reports to beneficiaries Review by Bi-annually
l
letters partners / stakeholders
k h ld /PPatients
i S
Secretary
Provide information to beneficiaries / Data base operator Knowledge Citizen Secretary & Regularly
client performance Charter Chief
Institutional Review Dept. functions and organization Director With AO Updated Dept. Clarity of Review by Regularly
Development structure functions and Dept. MDTD and
Review delegation of functions Director With AO Updated delegation of Clarity in Chief Regularly
functions Delegated Secretary,
Issue circular instructions and gguide lines Director With AO Awareness on latest Knowledgeag Chief Regularly
g y
changes in regulations ble staff on Secretary,
Adopt/ Review Dept. rules Director with Create environment of Streamline Review by Monthly
Heads of disciplinary rules Dept. MDTD and
Establish staff supervision and appraisal Director, A.O Proper monitoring Better Review by Regularly,
internal MDTD and Monthly
Formulation of succession plan Director Effective institutional Sustainabilit - Quarterly
performance y ensured
Capacity Provide updated information and Director ,Planning
Planning Skill development Improvement MDTD Monthly
building enhance the knowledge and skills of unit of
Provide facilities to employees in career Director , Planning Skill development, Improvement Secretary, Monthly
development unit enhance knowledge of of Ministry of
Providing training in office automation Administrative In office automation Able to use / Secretary, and Monthly
officer , Planning provided handle the MDTD
Provide opportunities for Local / Foreign PDIM with Skill development, Improvement Improvement Annually
pprofessional training
g Secretaryy capacity
p y buildingg of of
Upgrading hospitals Director, DPDHS , Dept. professional Professionali Chief when
Institutional heads development zation of the Secretary, required
Providing training Programme for Administrative Skill development Improvement Secretary As an when
medical officers officer , Planning of required
Provision of materials and equipments Administrative Facilitation of official Improve Secretary Annually
officer , Planning functions Performance
2. Financial Budgeting Access medium -term demand for Financial Medium –term forecast Clarity in Review by Annually
Management services provide by dept.
dept Assistant DPDHS
Assistant, of service delivery medium term Secretary
Secretary,
Preparation of Dept. Budget and policy Director & Preliminary estimate Clarity in Deputy Chief Annually
directives Accountant / Corrective estimate estimated Secretary
Assess /review recurrent expenditure Director & Perfected Budget Maximum DCS Finance Annually
needs Accountant / estimates utilization of
preparation of Dept. budget Director & Estimate & BOQ Improved Client Dept Half yearly
Accountant / development and Ministries
Prepare documents for obtaining Director & Reception of funds Implementati DCS-Finance Quarterly
allocation
ll i off ffunds
d ffor ddevelopment
l A
Accountant / on off
Expenditure establish financial management system Director & financial control Improved Deputy Chief Annually
Management Accountant / system document financial Secretary
Establish / review financial management Director & Financial statement Efficient Deputy Chief Quarterly,
delegation within dept. Accountant / management Secretary monthly
Establish good procurement practices Director & Controlled Efficient Secretary Regularly
Accountant / Government management
Constitute pprocurement boards Director & Controlled Controlled DCS-
Accountant / Government Government Secretary,
Issue circular instructions and guide lines Director & Financial statement Improved Deputy Chief Half yearly
Accountant / performance Secretary(Fina
Maintain up dated information on Director with Review on fund Prevention DCS
DCS-Finance
Finance Monthly
recurrent and capital expenditure Accountants and utilization of wastage of
Minimize cost overrun Director with Control finance Prevention of DCS-Finance Regularly
Accountants and management wastage of
Ensure proper use of funds Director with Prevention of wastage Maximizatio
Accountants and and corruption n of
monitoring Review capital and recurrent expenditure Director & Expenditure reports Financial Deputy Chief monthly
and Accountant / performance Secretary
expenditure Review bank reconciliation , Advance Director & Knowledge on details Financial Deputy Chief Monthly
review account activity, Advance to public Accountant / of Bank Transactions performance Secretary
Maintain financial discipline Director & Internal audit reports Accountabilit DCS-Finance Regularly
Accountant / y team facingg
Update information on general treasury Director & Knowledge on latest Proper DCS-Finance Regularly
circulars and inland revenue circulars for Accountant / changes in FR Financial
Review audit statements Accountant / Monitoring Efficient Secretary, Monthly
Financial Assistant expenditure financial Deputy Chief
Governance
and good
3.Developmen Service Review provincial guidelines on Director with Statement of service Clarity in Secretary, As soon as
t Programme delivery formulation, implementation and
formulation Heads of delivery service Deputy Chief possible and
& Service Review sectoral service delivery Director with service delivery & responsibility
responsibility Heads of responsibilities assigned
Update guidelines on formulation of Director with
Sectoral service delivery plan Heads of
Prepare medium term service delivery Director, with medium term service medium term Chief As soon as
plan Heads of delivery plan service Secretary, possible and
Prepare long term investment plan Not applicable
Prepare annual implementation plan Director with Annual service Annual Secretary, As soon as
Heads of delivery service Deputy Chief possible and
Review delegation of functions Director, planning AIP Improved Secretary Annually
unit organizationa
Development Mobilize resource support for financing Director, planning Partner / Stakeholder Resource Secretary, Annually
Coordination medium term service delivery plan unit support Programme support Deputy Chief
Land identification Regional
g officer,, Land Infrastructure Divisional As an when
DPDHS Secretary, required
Coordinate with relevant agencies Regional officer, Funds Infrastructure stakeholders As an when
DPDHS required
Attending sect
sectoral committee meeting Regional officer, Awareness of delivered Improved Secretary to Once in two
with stakeholders DPDHS programmes performance the relevant months
Progress Review implementation status and update Director, Regional Awareness of delivered Oversight of Chief Quarterly,
review and service delivery improvement plan officer programmes service Secretary, Annually
monitoring Monitor and review progress Director Regional
Director, Awareness on progress Achievement Chief
officer of development of the project Secretary,
Preparation of activity chart and cash Director and Regular monitoring Successful Chief
flow statement Regional Officer project Secretary,
Conduct monthly progress review Regional officer, Awareness of delivered Improved Implement Monthly
meeting DPDHS programmes performance agency
Attend the donor agencies meeting Regional officer, Awareness of delivered Improved Implement Quarterly
review meetings
g DPDHS pprogrammes
g development
p agency
g y
Ensure the proper completion as per the Regional officer, Completed delivered Quality Implement Quarterly
design DPDHS programmes structures & agency
Assess the proper utilization of projects Director Project Evaluation Proper usage Public donor As an when
completed and agency required
Ministry of Education, Cultural Affairs and Sports

Subject /Sector Processes Activity Responsibility Achievements Complementa
ry Activities Time Frame
Cate Key Process How Who with Whom Out Puts Result/Outc
1. With Secretary define the cuture Secretary with NPC Vision,Mission, Clearly & C
Review by the Review
and Polcy Identity of NPC in Assistant Secretary Goals & Value understand Secretary of Annually
Frame work for Awarenes of
2. Apply the National Sectoral Secretary with Review by the Periodical
Education the Sector
P i i l to the
Principles h fformulation
l i off S i
Senior Secretary
S andd anddA
Annuall
Culture,Sports & Systems in
sector strategies Management Team Sector Heads. review
Youth Affairs. NPC.
Secretary with Review by the Periodical
Give Leader 3. Develop/Establish Learning Learning Enviornment Better
Enviornment
E i t PDE AD Sports ,
PDE, is
i created
t d performance
f Secretary and and Annual
Ship
(Includes Maintain
Secretary with
Vision & efficiency & Review by the
PDE, AD Sports ,
Mission, 4. Formulate Plan of Action. ADC lt
ADCulture andd
Action Plan Document effectiveness Secretary and Once a Year
Goals,Mativ in the Sector Heads.
Zonal Directors
1. General ation and activities
Management Secretary with Best practices on group Better Review by the
5. Developp Team Spirit
p SAS AS and
SAS,AS,and process decided and Quarterly
Q y
& Performance Secretary
Interpersonal Secretary with Practise of
Better usages of scarce Give feed back
6. Create oppurtunities of resources Department and partner ship Annually
resources to staff
unit Heads among g units
7. Give feed back to Staff Secretary with Quartaley review Improvement Review by the Monthly
1. Provincial, and National Level Secretary with Viable stake
Meeting ,Work Shops/Seminar to PDE, AD Sports , Minutes and Reports of holders and SE & Relevant Monthly
Identify Stake holders and ADCulture and the Meetings partners officers /Quarterly
Mobilizeand partners Zonal Directors identified.
Resource Programmes for
support.(Incl Better under
Facilitate
udes Secretary with standingof
2. Facilitate/Exchange/Transfer of /Exchange/Transfer of
National Head of the net Line Staff Perodical/An
knowdgle/Technology knowledge
Lingages, Departments working nual Review
/Technology
Partener arrangements
g
cinducted
ship with 3. Establish programme for Ministry, Line Projects Opportunitie SE & DD(Pl) Annualy
private Priority of
sector , Net Secretary & Heads Action
work k with
ith 4. Develop sectoral plans Action Plans SE & DD(Pl) Annualy
Department identified for
INGO/NGO/ the MOE
civil society Priority of
and Access Action
to Donar 5 Produce
5. P d St
Statistical
ti ti l DData
t Pl
Planning
i unit
it St
Statistical
ti ti l hhandbook
db k SE & DD(Pl) Annualy
A l
identified for
support the MOE
Motivating 1. Set for participatory actions Secretary, Heads Best Team formed Priority of SE & DD(Pl) Annualy
Department & Action
2. Acquire & Allocate Resources Chief Secretary, Sector allocation Sector SE & SAS Annualy
3. Assign tasks and guide to Secretary & Heads team with acquired Better
SE & SAS Regularly
acomplish Department skill & knowledge Performance
Liaisoning external & internal Quality
1. Self developed network Acknowledgements SE & SAS Regularly
networks manted
Socialising 2. Perform social & legal duties internal & external Ceremonies Output SE & SAS when
Organising Improve the
As soon as
efficiency Review by
1. Develop Organization Chart with Secretary & Heads Organization Structure possible and
and Secretary
division Department desinged reviewannual
effectivnss of M/Education
y
task
k
Ensure the
Organization
g As soon as
Review by
Secretary & Heads al possible and
2. Allocate Function with responsibility Responsibility Chart Secretary
Department responsibiliti reviewannual
M/Education
es of the y
Staff
3.Inaccodence with legal E Code & Secretary & Heads System Developed Applied Review by As soon as
Review by
Support of
Secretary & Heads Secretary &
4. Perfomance Plan Perfomance Plan improving
p g Twice a Year
Department SAS
Peformance
M/Education
5. Appraisal and review Secretary,Heads Perfomance standards Support of Review by Annualy
Efficient and Review by
Secretary,Heads
effective
ff ti S
Secretary
t &
6. Human Resource Development Department & HRD Plan Continuously
utilization of SAS
Staff
Staff M/Education
7. Job Analysis & OD Secretary & Heads Effective Service Improve the Review by Annualy
Appointing Review by
Secretary & Heads Gap in when
authority Secretary &
1. Step by step manual Department with Effective delivery procedure necessity
DDE
PPSC reduced arises
M/Education
Review by
More staff when
2. Scheme of recruitment/ Service Line minstry, Secretary &
Appointmnets employed to necessity
minutes Province &PPSC DDE
schools arises
M/Education
officers Review by
eligible for Secretary &
Managing 3. Set Procedure MoE & PPSC Confirmed Annualy
further DDE
People benefits M/Education
4. Set procedure Secretary/E,PPA,P Promoted Mativation Review by Annualy
PSC the officers Secretary &
5. Transfer ppolicy
y Secretary/E,PPSC. Teachers transferred Transfer Review by Annualy
y
PDE ZDEE scheme
h iis S
Secretary &
6. Application of best management Secretary & Heads Improve Service and Quality Review by Monthly
practices Department with routing works improved SAS A S AO
Coordinator 1. Co-ordination Meeting Chief Secretary, Resolve the issued & Inter Sectoral Review by Monthly
DCS Finance dicisions complementa Secretary SAS
P
Promotor 2. Upholding stranded and success Chi f S
Chief Secretary, B
Better service
i to the
h E
Expect a R i bby
Review Annualy
DCS Finance beneficiaries better Secretary &
3. Mobile Service Secretary & Heads Best relationship with
Better Review by Annualy
Department public Quality Secretary &
Monitor 1 Establish
1. E t bli h off Information
I f ti Secretary & Heads Easy access Review by As soon as
Department Zonal MIS & Database of data and Secretary & possible and
Management unit
H d i f ti DD(Pl) i
Disseminator 1. Transmit information Secretary, Units Quarterly report News Achievement Review by Quarterly
((E.Administr Easyy access
Review by
ator) of data and
Secretary &
2. Web page for ministry MIS unit Webdesigned information Continuously
DD(Pl)
for
M/Education
stakeholders
3. Prepare sector profile Secretary, Units Sector profile Shows the Review by As soon as
Head history of the Secretary & possible and
Secretary & Heads Institutional strength & Review by As soon as
Informational 4. Asses group weakness Secretary & possible and
Department development plan
Controlig Review by
Effective
Secretary, Units Compare the output Secretary &
1.Setting performace standard service Annualy
Head with standard DD(Pl)
process
M/Ed
M/Education
i
2. Providing feed back Secretary, Units Resolving Problem Faster Review by Monthly
Head Activity Secretary &
3. Rectify with correct decision Secretary, Units Better product increase the Review by Annualy
Inter Sctoral Review by
4. Review meetings : Sectoral,
complementa Secretary &
Projects, PPC, Secretaries and Minutes with decision Monthly
rites of DD(Pl)
HG Conference
Stakeholders activities M/Education
Accounting Review by
As soon as
officer Secretary &
Secretary & Heads FR properly possible and
1. Delegation of authority Delegated authority Chief
Department adhered review
Accountan
annualy
l
M/Education
Financial
Review by
Mnagement As soon as
S y ,,Heads
Secretary S y&
Secretary
regularized possible and
2. Preparation of estimates of Department& Estimate Chief
by line review
CA Accountan
departmental annualy
M/Education
accountants
3. Cashflow Secretary ,Heads Imprest Clarity in Review by Monthly
4. Accounting Secretary ,Heads Summary &SOE Better Review by Monthly
of Department& pratices in Secretary &
5 Procurement
5. P procedure
d Secretary ,Heads
Heads T d bboards
Tender d Review by R l l
Regularly
of Department& Secretary &
6. Reply to queries Secretary ,Heads Audit report Proper use of Review by Regularly
Review by
S
Secretary,
Chief
Secretary ,Heads
Proper use of Accountan
7. Audit mangement committee of Department& Minutes Monthly
Funds M/Education
CA
& Dputy Chief
Secretary
(Audit)
8. Board of suvey Secretary ,Heads Report Proper use of Review by Annualy

Expenditure Entreprenue A new office
Management Secretary with
r 1. Technology transfer New out fit enviornment
Engineering Staff
is found
Service 1. Grading school Secretary & Heads Sector performance Improve Review by Annualy
delivery Improve
Students Review by
Secretary & Heads Education Secretary,
2 Resource
2. R allocation
ll ti Att
Attendance
d Annualy
A l
Department through PDE & ZDEE
School M/Education
Development
3. Physical,Human&Financial Secretary & Heads Results Improve Review by Annualy
Department Students Secretary
4. Quality input Secretary & Heads Use of quality input in Improve Review by Annualy
Department teaching - learning Students Secretary
5. Openning of schools Secretary & Heads Best schools Improve Review by Annualy
Review by
Secretary & Heads Better Secretary,
6. Clustering schools Resources are shared Annualy
Department performance PDE & ZDEE
M/Education
7. Closing schools Secretary & Heads Schools with lower Use the same Review by Annualy
Negotiator Review by
Secretary & Heads reduce the Secretary & As and when
1. Litigation Cases
Department malpractices SAS required
M/Education
2. HRC Secretary & Heads Cases Human Review by As and when
Increase the Review by
Secretary & H
S Heads
d ffocus off S
Secretary & As andd when
A h
3. Complaints hearing
Department officers on SAS required
their subjects M/Education
Provincial Department of Education
Subject/ Complementa
Activity Responsibility Achievements ry Activities Timeframe
Sector Processes
Category Key How Outputs Result/Outc & Co -
1. General Provide Awareness R ibili i
Chief
Management Leader ship Define Mission & Vision through values and clear As soon as
Provincial Secretary,Secr
y,
Preparation and objectives Vision, Mission
Vision understandin possible and
Director of etary PMOE
of Booklet for Statement g of Vision, review
Education with and Finance
set Vision, Mission, annually
Secretary PMOE Commission
Mission statements
Statements
St t t Provincial Director
Chief
of Education, Staff Structure & List Structured
Identify Organizational Environment Secretary,Secr
Addl. PDE and of responsibilities work system
etary PMOE
Chief Accountant
Define goals and objectives Provincial Director List of Goals and Awarenees Chief
Provincial Director
Identified Chief
of Education,
proper Secretary &
Addl PDE Chief
Addl. List of strategies
actions & for Secretary
Accountant, and
functions PMOE
Adopts strategies AO
Responsibilit
Provincial Director Chief
y for
f
of Education, List of responsibilities Secretary &
performance
Addl. PDE , and rules & regulations Secretary
accepted by
AO PMOE
Establish institutional environment the teams
Provincial Director Needs to be Chief
of Education, Monitoring and review identified Secretary &
Addl. PDE , and meeting reports and to Secretary
Provide feed back and feed forward to the AO continue it PMOE
Resource Chief
Allocation Review the Organizational and Individual Sector - based Stakeholder Secretary &
PDE /Addl. PDE
and Support requirements and sharing of resources partnership policy Partnership Secretary
with ZDEE
PMOE
Chief
Collective
Creating
C ti opportunities
t iti for
f collabrative
ll b ti Bestt Practices
B P ti on Secretary
S t &
Motivation PDE /Addl. PDE action
action and facilitate. Group Processes Secretary
with ZDEE mobilized
PMOE
Mobilize
Support for
Support PDE with Chief
Participating Education, Development Education
Organize Provincial Attended Meetings and Secretary &
Committee Meetings at Line Ministry Sector
lLinkages Secretary and follow-up actions Secretary
and Provincial Education Ministry mission and
and Liason at Secretary MOE PMOE
objectives
National level Line Ministry
Provincial Participating Finance Commission PDE,Chief Attended Meetings and Support for Chief
and Zonal Committee Meetings Accountanat follow-up actions School Secretary &
level Chief
Sensitization
Provincial Director Attended Meetings and Secretary &
Participating Hon.Governor's Meeting of Education
of Education follow-up actions Secretary
Sector issues
PMOE
S
Supportt ffor Chi f
Chief
PDE with
Participating / Conducting Steering Attended Meetings and ESDP Secretary &
Secretary and
Committee Meetings follow-up actions development Secretary
ZDEE
programme PMOE
Support for Chief
Participating Provincial Planning PDE,DE Planning Attended Meetings and Education Secretary &
Committee Meeting with Secretary follow-up actions Programmes Secretary
need PMOE
Maintain Linkage with National College PDE, DDE Attended Meetings and Standadized Chief
of Education and Teachers Training Development follow-up actions activities in Secretary &
ll d ti S t
Network with Collect Annual Implementation Opportunitie
INGOO/NGOO Chief
INGOO/NGO Programme from INGOO/NGOO s for
PDE /DE Annual Secretary &
O through MOE implement
Planning with Implementation Secretary
wherever
NGOO Programmes PMOE
necessary
Designing programme through MOE for Concept Paper Approval Chief
Monitoring the quality of the NGOO Efficient and
activities in the Zonal Level effective Chief
Ensure quality programme Secretary &
PDE with ZDEE assurance implementati Secretary
on at Zonal PMOE
level
Other Sector Joint venture with Health Sector Support for Chief
S
Support regarding
di theh SSchool
h l llevell Health
lh PDE with
ih Health Programme S d
Student S
Secretary &
P S t H lth H lth S t
General Manage Review meeting with PDE's Officers. PDE with officers Ensure
Management Performance monitoring Chief
Review and Performance & activities at Secretary &
Monitoring Achievement Report Provincial Secretary
and Zonal PMOE
Level
Review meeting with Zonal Directors PDE with ZDEE & Ensure
and Addl. PDEE. Addl. PDEE monitoring Chief
activities at Secretary &
Meeting Minutes
Provincial Secretary
and Zonal PMOE
Level
Coordination Coordination with Line Ministry PDE with Supply of goods and Support to Chief
liaising with Ensure the
Chief
National PDE with Addl relation ship
Meeting with Trade Unions and other Secretary &
Level PDE, ZDEE & Meeting minutes between
organization Secretary
Trade Union trade union
PMOE
andd staff
t ff
Chief
Resolve the
Reports on Public Secretary &
Investigate into public complaint PDE with ZDEE public
Complaints
p y
Secretary
problems
PMOE
Ensure and Chief
Appeal before courts and Human rights PDE/AO with safeguard Secretary &
Submission of Report
cases of inquiry Legal consultant legal basis of Secretary
actions PMOE
Progress review meeting at the Zonal PDE with ZDEE Resole the barriers Timely Chief
Level and resolve any disputes utilization of Secretary &
Manage Creation of network system within the PDE with ZDEE Established network Provide Chief
Information Organization system information Secretary &
f t k S t
Update the Data Base of the Education PDE with ZDEE Updated Data Base Readily Chief
Chief
Secretary &
Establish a website for Education Sector PDE with ZDEE Established website
Secretary
PMOE
Update
U d t th
the IInformation,
f ti N
News iin th
the W
Web
b Easy access
Chief
Site of data and
Secretary &
PDE,DE,Planning Updated Website information
Secretary
for
PMOE
stakeholders
Identify information needs and establish Chief
Designed
MIS Reports on inputs & Secretary &
PDE,DE,Planning frame work
outputs Secretary
for MIS
PMOE
The Annual Report Desire frame Chief
( Data and Information) work for Secretary &
PDE with ZDEE Annual Report
i l
implement S
Secretary
actions PMOE
Sector Statistical Hand Book Efficiency
Chief
usage for
Secretary
S t &
PDE with ZDEE Statistical Hand Book stakeholders
Secretary
and
PMOE
researchers
General Institutional Review department functions and Updated function & Clarity of dep Chief
PDE with APDE,
Management Development organization structure structure Secretary &
DE, Planning , DE,
Delineate Secretary
Administration
Action PMOE
System
S & Adopt department rules PDE with APDE, List of Rules Understanding Chief
HRM Establish staff supervision and appraisal Staff supervision and Better internal Chief
PDE with APDE,
System
y of the appraisal system Secretary &
DE Planning , DE,
DE, DE
institution Secretary
Administration
PMOE
Formulation of succession plan Frame work for plan Improved orga Chief
Secretary &
PDE
Secretary
PMOE
Work
Report of disciplinary
M it i off disciplinary
Monitoring di i li control
t l staff
t ff PDE with
ith ZDEE standard
t d d
actions
improve
Delineate the roles and
p
responsibilities of sub Inter
Establish sectoral service delivery net PDE with APDEE
ordinal, managerial and organizationa
work & ZDEE
support organization l interactions
Delineated
Ensure the
organizationa
Attend to establishment matters interms Letters of delication
PDE with ZDEE l
of delicated authority authority
responsibiliti
es off th
the staff
t ff
Support to
PDE,ZDEE,Secret
Performance Appraisal Report of PPA improving
ary MOE, PPA
pperformance
Capacity Identify resources for supply of HRM PDE with ZDEE Statement of HRM Support
Building & Line Ministry,
Provision of updated information & Improvement
Training NIE
enhance of knoweldge skills of the PDE, APDE,AO Skill development of
( included ,Secretary,
employees
l performance
f
organization MOE,MDTD
, personnel Line Ministry,
Improvement
development Provision of facilities to employees to NIE
PDE,, APDE,AO
, Skill development
p of
) carrier development ,Secretary,
Secretary
performance
MOE,MDTD
Line Ministry,
Improvement
NIE
Providing training in office automation PDE APDE
PDE, APDE,AO
AO Skill development of
,Secretary,
performance
MOE,MDTD
Line Ministry,
Professionali
Provide opportunities local/foreign NIE
PDE Skill development sation of the
proffessional training ,Secretary,
department
MOE,MDTD
Line Ministry,
Professionali
Provide training programmes for NIE
PDE, APDE,AO Skill development sation of the
education officers on modern technology ,Secretary,
department
MOE,MDTD
Enrichment
Identify needs of supportive educational
PDE with
ith ZDEE Att ti institutions
Attractive i tit ti off working
ki
insrtitution
Environment
Providing, Necessary of Equipments PDE with Chief Set of Equipments Improve the
Identification of the training programme Director MDTD, Improve the
in local for the suitable officers in this SLIDA, NIE, Selection of Officers work
sector MOE, NICORD performance
Financial Budgeting Clarity in
Management Allocate
ocate PDE with Chief understandin
Preparation
P ti off AAnnuall E
Expenditure
dit Expenditure
E dit
Resource Accountant & g of D CS, Finance
requirements (Based on local needs) requirement
Based on DDE Planning expenditure
Local needs requirement
Review criteria for allocation of Capital
PDE with Chief Equity in
funds & recurrent fuinds among
Accountant & Priority requirments allocation of DCS, Finance
educational Zones ( Based on priority
DDE Planning resources
requirments)
PDE, Chief Understandin
Assess and recommended capital Accountant list of List of capital g of
DCS, Finance
expenditure requirements to the PDE capital expenditure expenditure expenditure
budget
Preparation of Report for budget Secretary,PDE, Statement of NPC Readiness to DCS, Finance
PDE, Chief Expenditure
Preparation and submission of Education
Accountant,DCS Approved document by and financial
financial statement for approval of Governor
Finance the Governor report
Secretary
maintaining
Manage PDE, Chief Determine
Chief
Expenditure Delication financial authority & cash Accountant,DCS clear
List of deligation Secretary,
management Fi
Finance accountabilit
bili
DCS, Finance
y
Formulate procurement System PDE, Chief Annual Procurement Determine Issuing of
- Appoint Tender Boards Accountant Programme clear Approval
Audit Programme PDE
PDE, Annual Audit Economy
Economy, Provide
Facilitate audit of the Provincial and Chief Accountant Improvement Efficiency necessary
Ensure cash flows to donor funded
PDE, Secretary /
projects Submit re - imbursement claims Action
Chief Minimize
for donor funded projects - Submit Monthly cash flow followed -
Accountant/Secret cash flow
requests for component adjustment on Statements Chief
ary finance problems
donor funded projects - Submit request Accountant
Commission
for re allocation among components
Budgeting Expenditure Statements submitted to the PDE, Chief
Chi f Monthly
hl expenditure
di Efficiency
ffi i Action
A i
Monitoring Provincial Treasury Accountant statement & Annual use of followed -
and E dit Chi f
Conducting Annual Board of Survey Chief Accountant , Annual BOSS Report Verification Action
Expenditure
p Action
Review PDE / Chief Ensure
Conduct review meeting with followed -
Accountant/ Meeting Minutes monitor
Accountants by quarterly Chief
Accountants Zones action
Accountant
Development Programme/ Clarity in

Programme Project/ service
Statement of service
Planning PDE with APDE,, delivery
y role
Review service delivery responsibilities delivery
Includes DDE Planning and
responsibilities
policy responsibiliti
planning es
frame work Efficiency
and and
implementati Prepare guidelines for the Annual Updated Guidelines Secretary ,
PDE with DDE effectiveness
on plans for service delivery Review
Implementation Plans, 5 year plan Planning in the
planning committee
d li
delivery off
services
Prioritization of sub projects for urgent PDE,DDE List of Prioritization Suitable
needs Planning with Project
G id all
Guide ll ZDEE to
t implement
i l t the
th AIP PDE DDE
PDE, G id li
Guidelines to
t I
Improved d
Progress Identified and defined standard progress PDE, DDE Improved
Activity chart
Review and review and monitoring procedures Planning & / ZDE performance
Development Monitoring To collect monthly progress reports from PDE, DDE Zonal pprogress
g reports
p Updated
Programme M i
Monitor ZDE' offices
ZDE's ffi Pl i & ZDE
Planning programmes
Programme Monitor,
Reporting Implementati To update development work progress by PDE, DDE Provincial monthly Feed back
on & Review monthly Planning & ZDE progress reports provided
Performance To ensure the
PDE,DDE Review the AIP
Conduct steering committee meeting by completion
Planning , ZDE, progress & Action
quarterly with ZDE's Engineers & of works
Engineers & taken to solve the
A
Accountants. with
i h iin the
h
Accountants. problems
timeframe
Support for
PDE , Chief
Attend
Att dPProvincial
i i lT Treasury M
Meetings
ti & B
Backk tto office
ffi & Ed
Education
ti
Accountant, DDE
Finance Commission Meetings follow up action Sector
Planning
Programme
y PDE,
Secretary, To ensure the
Conduct steering committee meeting with Provincial Progress
Team Co- completion
Secretary Report
ordinator, Chief of works
Activity Handbook –Department of Sports (NP)
Complementa
ry Activities
Subject/Secto & Co-
r Processes Activity Responsibility Achievements responsibility
Key
Category processes How Who with Whom Outputs Outcomes Time Frame
1.General 1.Give Clearly
Management Leadership understand
(Includes With Assistant Commissioner to define National & NPC of vision As soon as
Vision & the culture & Policy identity of NPC in Vision, Mission, Goals mission & Review by possible and
Values; respect of Sports Development & setting AD with DSO and Value statement in goals secretary of review
Mission & vision, mission & goals &SOO respect of Sports sector statement the ministry. annually.
G l M i
Goals;Motiva
tion;Resource Awareness As soon as
s & Support
S t Apply National & International Sports NPC value framework of Sports Review by possible and
principles through sector/program AD with DSO for Sports sector sector system secretary of review
strategies & operations &SOO development in NPC the ministry. annually.
As soon as
SOO, Sports Club Creating learning Better secretary of review
Develop / Establish learning environment Members environment Performance the ministry. annually.
AD with
ith DSO,
DSO R i by
Review b
SOO, Sports Club Plan of action / Efficiency secretary of Once in one
Formulate strategy or plan of actions Members Strategy paper regular work the ministry. year
Best practices on Review by

AD with DSO Group process Better secretary of
Develop Team Sprit &SOO delineated and adopted cooperative the ministry. Quarterly
Stakeholders
understand As soon as
AD with DSO, role and Review by possible and
SOO, Sports Club Best Practices on responsibiliti secretary of review
F ili
Facilitate C
Collective
ll i A Action
i M
Members
b G
Group AAction
i es the
h ministry.
i i annually.
ll
As soon as
Create opportunities for sharing of SOO, Sports Club Sports societies based Stakeholder secretary of review
resources Members improvement activities partnerships the ministry. annually.
SOO, Sports Club Faster secretary of As and when
Give feedback to staff Members Resolving problems activities the ministry required
2. Mobilize Relevant
& Resource National
Support
pp Provincial & National level meetings
g & AD with DSO,, Ministries,,
(Includes seminars (Identify Stakeholders & SOO, Sports Club Meeting minutes and Departments Related
National Partners) Members reports and GAA institution Quarterly
Linkage; Implement National relief & Coordinate
Partnership Development program on behalf of AD with DSO, centre &
with
ihPPrivate
i National agencies, INGO, NGOs & other SOO, Sports Club Centre – Province provincial Related As and when
Civil Society; donors Members partnership partnership institution required
Access Donor Better
Support)Secto
pp ) technology
r; Network transfer & As soon as
with AD with DSO, Sports programs for knowledge possible and
INGO/NGO/ Facilitate exchange/ transfer of SOO, Sports Club exchange/ transfer of networking review
knowledge/ technology Members knowledge/ technology arrangements Line staff annually
annually.
Promote of
AD with DSO,, Sports
p sector
Establish program for promotion of SOO, Sports Club Sports sector with other As and when
Sports sector Members development programs organization required
Promote
AD with DSO, Partnership through Sports sector Review by
Enter into Memorandum of SOO, Sports Club Sports sector activity with other secretary of As and when
Understanding to develop Sports sector Members with other organization organization the ministry required
Sponsor
development
Establish formal/informal contact with Sponsor expression of of Donor
donors AD interest cooperation agencies Continuously
Reports on NPC /
Ministry/ Line
Departments on Partnership
Participate in project preparation & AD with DSO commitments and negotiations Donor
negotiations &SOO benefits fruitful agencies Continuously
Causes for delays/ Timely Review by
Monitor and review pprogress
g of pproject
j AD with DSO pp g identified and
slippage utilization of y of
secretary
activities in Sports &SOO corrected funds the ministry Continuously
3.Manage Improved
Performance Delegation of Responsibility & job Availability of job performance
(Define description AD with DSO description standard Annually
Responsibilit Job description chart Clarify of
y; Establish Preparation of list of duty AD with DSO prepared responsibility Annually
P
Processes; S
Set Effective
Procedures; Initiation of change management AD with DSO Streamlined service service
Standards of practices &SOO process process Line staff Annually
Conduct;; Effective
Oversee work done in Support of
Special line with NPC
Institutions) Defined work/ service responsibility AD with DSO Streamlined work procedures administration Annually
A li i off Ad
Application Administration
i i i RRegulation
l i W
Work k
, Financial Regulation & Other AD with DSO & Time management & standard
innovative procedure other office staff Discipline improved All staff Continuously
AD with DSO, Effective
SOO, Sports Club Time management & work
Maintain quality standard Members Discipline standard All staff Continuously
Secretary, AD, Individual performance Improve Secretary,
Performance appraisal DSO SOO
DSO,SOO appraisal reports performance PPA Half year
Quarterly progress
Secretary, AD, reports & completion Achieve
Monitoring departmental function DSO,SOO reports targets Quarterly
Awareness As soon as
Provide marketing of marketing Review by possible and
Create awareness of the servicing AD with DSO facility & and secretary of review
rendering by Co-operative organizations &SOO dissemination reports Sustainable the ministry. annually.
Empowerment of rural Uplift /
sector & formation & Sports As and when
Overseas activity of Sports Sector Secretary, AD strengthening of Clubs Development AD required
4.Coordinati Developed Support from
on AD with DSO, public and other
(Includes Conduct Workshop, Seminars & SOO, Sports Club Close liaison with personnel ministries &
as gw
Liaising t Meetings
with g & awareness programs
p g Members ppublic improved
p rapport
pp Departments
p Continuouslyy
the Public; Public
Image Presentation of awareness on Support from
building; Highlighting success interventions in AD with DSO successful successful other
Implement mass media &SOO interventions interventions institutions Continuously
D l ti
Devolution; Public
Mediate Presentation of awareness on Support from
Conflicts; AD with DSO successful successful other
Handle Annual celebration &SOO interventions interventions institutions Continuously
Grievances)
Service
Service responsibility responsibility Support from
Delegation of service responsibility AD with DSO frame work delegated other Continuously
Decision
devolved to institutions
line
li off Support
S ffrom
Decision frame work administratio other
Define decision making frame work AD with DSO circulated n institutions Continuously
AD with DSO,, Amicable solution &
SOO, Sports Club arriving to suitable Conflict DSO & Sports
Group discussion Members decision resolved Committee Continuously
Amicable solution&
arriving to suitable Conflict DSO & Sports
Arbitration procedure AD with DSO decision resolved Committee Continuously
5.Managing
Information( Preparation of Database, maintain and AD with DSO & Necessary information Grater public DSO & Sports
Includes update SOO saved & released governance Committee Continuously
Provide Fixing carder,
Information; AD with DSO promotion, transfer & Better HRM DSO & Sports
Provide
ov de Establish & develop HRM &SOO retiring management Committee Continuously
Access to
Information) Establish MIS (Management Information Secretary, AD, Information DSO & Sports
System) DSO,SOO Database creation & quickly Committee Continuously
Fi i cadre
Fixing d ffor B
Better
tt HRM
CCD with ACCD societies & Training of in Sports DSO & Sports
Develop HRM of Sports sector & CDOO such cadre organization Committee Continuously
Awareness
on co-
operative
sector
activities of
AD with DSO Annual implementation the current
Preparation of annual plan &SOO plan prepared year Continuously
6.Institution Inter
al Role & responsibility organizationa
D l
Development t Establishment of District Offices AD with DSO on micro level l interaction Line staff Continuously
(Includes Career
Delineate Development
Organizationa AD with DSO New skills & & Effective DSO ,,SOO &
l Action Establishment of Sports Centre &SOO knowledge service Coach Continuously
System;
Better
Delineate
people’s
HRM
organization
System)
for the
development
& delivery of
AD with
A i h DSO
SO services
i to DSO
SO & Sports
S
Organizing & Registering of Sports Club &SOO Sports club registered the country Committee Continuously
Rural Sports activities Sustainable
& other Sports Sports Sports
Association in Service Officers &
Monitoring & supervision of Sports Secretary with AD Involved in Sports Standard of Sports Club
Services and DSOO Services Competitions Members Continuously
Monitoring & follow Effective
Review and progress meeting AD with DSO up action service Continuously
Awareness
Indicate the financial of financial
position & position &
performance performance AD with
improvement of Sports of Association
Audit, investigation & inquiries Secretary with AD Sector Association President Continuously
AD with DSO Effective
Coaching &SOO Experience share service Continuously
Smooth Review by
AD with DSO organization secretary,
Good working environment &SOO More productivity function M/Education Annually
Better
internal
control & Review by
AD with DSO Staff supervision & staff secretary,
E t bli h staff
Establish t ff supervision
i i & appraisal
i l &SOO appraisal
i l system
t utilization
tili ti M/Ed ti
M/Education A
Annually
ll
7.Capacity AD with DSO,
Building and SOO, Sports Club New skills & Effective
Trainingg Conduct training
g pprogram
g Members knowledgeg service y
Continuously
(Includes AD with DSO & Identify Problem & Quality
Enhance Conduct quality circle meeting other office staff corrective action service Line staff Continuously
Knowledge Identify issues,
and Skills, problems & corrective Quality Whenever
Orient Exposure visit AD with DSO action service Line staff Necessary
Attitudes; AD with DSO & New skills & Quality DSO &
Improve Provide learning facilities other office staff knowledge service Trainers Continuously
System & AD with national New skills & Quality
Procedures) Creating new systems institution knowledge service Planning staff Continuously
Better
AD with DSO & Systems and service
Group discussion other office staff procedures streamlined output Planning staff Continuously
Assess resource allocations based on AD with DSO & Reliable estimate Expenditure
local needs Accountant produced Regularized DCS Finance Annually
Management (Include
All t
Allocate Funds
Resources) Non bias fund available
Define criteria for capital fund apportion AD with apportion between according to
between the districts Accountant districts needs DCS Finance Annually
Capital
i l
Assessment and recommendation of AD with Capital expenditure expenditure
capital expenditure requirement Accountant properly allocated fully utilized DCS Finance Annually
Preparation of submission of department
financial statement for approval (Prepare AD with Financial statement FR properly
budget) Accountant approved maintained DCS Finance Annually
2.Expenditur Financial
e management
Management Exercise supervision based on monthly AD with DSO & properly
(Include expenditure planning Accountant Funds utilized in time maintained DCS Finance Monthly
Manage Funds released in line FR properly
Expenditure) Delegation of financial authority AD with FR adhered DCS Finance Annually
Better
financial
Review of Audit quires AD Proper financial control control Internal Audit Monthly
AD with DSO & FR properly
p p y Audit queries
q
Follow up tender procedure Accountant maintained minimized DCS Finance Continuously
Better
AD with DSO & financial
Ensure proper use of funds Accountant Proper financial control control DCS Finance Continuously
AD with DSO & Allocation
Ensure cash flow to local units Accountant Funds released in time fully utilize DCS Finance Monthly
3.Budget
g p
Expenditure
Monitoring properly
and Design a monitoring system for Sports AD with Monitoring system utilized in
Expenditure Department activities Accountant designed time DCS Finance Annually
Review Expenditure
(Monitor Review bank reconciliation, Advance properly
Implementati account activity, Advance to public AD with Monitoring system utilized in
on Progress) officer & Deposit account Accountant designed time DCS Finance Annually
Procurement
P
service delivery AD with DSO & Procurement done in done in time
Procurement Accountant time efficiently DCS Finance Continuously
Financial
expenditure
Conduct preview meeting to monitor AD with DSO & Preview meetings held effectively
financial expenditure Accountant regularly carried out DCS Finance Quarterly
3.Project 1.Programm streamlined officers should
Management e /Project in send their
of planning M
Manual l on S
Sports d
accordance i
respective
Development (Include policy framework & to Sports reports about
Programs Policy Preparation of strategy and framework AD with DSO strategy prepared policy their segments Annually
Planning Segment level
Frame work; Awareness officers should
Formulate on Sports send their
Implementati activities of respective
on Plans) Preparation of annual implementation Annual implementation the current views about
plan AD with DSO plan prepared year their segments Annually
Review by
Review the present service delivery / Problem analysis & Better secretary,
activities AD with DSO evaluate performance M/Education Quarterly
2.Developme Rapport
nt between
Programme central and Central
and Remedies to common provincial Provincial
Partnership Provincial Commissioner meeting N/AD,P/ADD issues improved ADD Monthly
(Includes Rapport
Coordinate b t
between
with central and
Government M/Secretary, P/M/ Remedies to common provincial
Agencies) Provincial Ministers meeting
g Secretary
y issues improved Quarterly
y
Rapport
between
central and
M/Secretary P/M/ Remedies to common
M/Secretary, provincial Where ever
National meeting Secretary issues improved necessary
Urgent
issues Whenever
AD,DSO, INGO & To address current addressed Necessary
Special meeting NGOO special urgent issues promptly required
Urgent
With other issues
Provincial Coordination Committee ministry & To address current addressed
meeting Department special urgent issues promptly Quarterly
All activities
streamlined
in
accordance
Manual on Sports to Sports Review by
policy framework & policy secretary,
secretary
Prepare Long term investment plan AD with DSO strategy prepared framework M/Education Annually
related national y &
Problem analysis Better y
secretary,
Review project management organization evaluate performance M/Education Quarterly
Strain on
government
Private sector resources
Evolve private sector participation AD with DSO participation promoted reduced Continuously
3.Progress Departmental
Review and Accountability & programs
Monitoring Establish
bli h accountability
bili & responsibility
ibili responsibility
ibili efficiently
ffi i l
(Includes in program implementation AD with DSO established carried out Line staff Annually
Monitor Standards for maintained
Implementati
p AD, DSO with professional in
on; Review Review performance of development related national Performance departmental
Performance) Sports sector organization established programs Line staff Continuously
related national Problem analysis & Better secretary,
secretary
Monitor & review progress organization evaluate performance M/Education Quarterly
Ministry of Agriculture, Livestock Development,Irrigation,Lands & Fisheries - Northern Province

Complementar
y Activities &
Subject / Sector Processes Activity Responsibility Achievements Time Frame
Co-
responsibilitie
Category
General clear
Management Secretary with understandin Review by NP
Once in ten
Set vision Head of the Vision Statement g about Secretaries
years
Departments vision of the Committee
institution
institution.
clear
understandin
Secretary
y with Organizational
g g about Review byy
Asses Organizational Environment and Once in five
Head of the environment Values Organization Sectoral
define organizational values years
Departments Statement al committee
environment
Values
clear
understandin
g about the
Give agriculture,Ir
i l I
Leadership Apply NPC culture and identity rigation, Once in five
Head of the Sectoral
(Includes Animal years
Departments committee
Vision, pproduction
Values, Culture and identity &helath,
Culture, statement related to fisheries,
Mission, irrigation practices. Land
Strategy, Key clear
success understandin
f
factors andd g about the
indicators agreement on
Secretary with role (what Review by NP
Ministry Mission and Once in three
Define Mission and Goals Head of the stakeholders Secretaries
Goall statement years
Departments expect) and committee
performance
(what the
department
deliver)
Priority
Secretary
y with functions and Review byy
Once in three
Formulate strategy Head of the Strategy Statement core Sectoral
years
Departments activities committee
identified
Secretary with Organizational Good
Sectoral Once in three
Define key success factors and indicators Head of the Performance Indicators performance
Committee years
Departments Statement agreed
Staff attained
clear
understandin
As and when
Secretary with g about latest
required but
Give feedback to staff Head of the development
p -
at least
Departments s, issues and
quartly
what is
expected
Quarterly review meetin from them.
Motivate and
Establishmen
inspire Secretary with
Best practices on t of learning District Heads
(Feedback to Establish learning Environment Head of the annually
Group process environment of line
staff, Departments
d li
delineated
d and
d adopted
d d iis ensured.
d D
Departments
Learning
Learning
Environment, Statement on actions Provincial
Team Sprit & Secretary
y with need to be taken to Development
p Directors,
Collective Develop team sprit Head of the develop team sprit and of Team sprit District Heads annually
Action) Departments officers responsible for is ensured of line
each action. Departments
Review by
Team work
Responsibilty fixed for realized by
Create opportunity for collective action Head of the M/Agriculture, annually
team work the staff
Departments Provincial
ggroupp
Directors
Secretary with
Task identified to the timely action Sectoral
Facilitate collective action Head of the annually
Group improved committee
Departments
p
Attained
clear
As and when
Mobilize Secretary with Periodic meetings with Understandin
Identify Stakeholders / Partners and required but
support Head of the Stakeholders and g about -
create awareness at least twice
(National Departments partners Stakeholders
a year
linkage, Inter / Partner
& Intra expectation
P i i l
Provincial PPartner
Linkages) Formulate Stakeholder / Partner working Secretary with
working
Head of the Partnership programme - Annually
arrangements arrangements
Departments
pplanned
Attained
clear
understandin
Secretary
y with
Statement on updated g about the
Review human resource requirement Head of the - Annually
cadre requirement institution's
Departments
human
resource
requirement.
i t
Attained
Mobilize cclear
e
Resource understandin
g about the
status of
Updated status report
Review status of office equipment / Secretary with institution'ss
institution
of equipment / vehicles
vehicles / machineries / fixed and Head of the office - Annually
/ machineries / fixed
movable assets Departments equipment /
and movable assets
vehicles /
machineries /
fixed and
movable
assets.
General Manage Quality of
Secretary with When
Management Performance Define service delivery performance Job description normes service
Head of the - necessity
con.. (Define standards developed delivery is
Departments arises
Responsibilit assured
y; Secretary with Aware of Review by
Define the organizational and induvidual work plan to
Establish Head of the organizaitonal goaland Secretary, Quarterly
expectation achieve goal
Processes; Departments work expectaiton M/Agriculture
S
Set Tools for
Procedures; assessing
Standard of Statement describing
Secretary with service Review by
Conduct; Milestones,
Define
e e Benchmarks,
e c a s, Milestones
esto es Head
ead of
o the
t e delivery
de ve y Secretary,
Sec eta y, Annually
ua y
Oversee Benchmarks and
Departments performance M/Agriculture
Special Output Indicators
are
Instructions) identified.
Each staff in
the
Department
Secretary with Department Review by
Responsibility Chart
Prepare Responsibility Chart Head of the is aware Secretary, Annually
and Duty Lists of
Departments about what is M/Agriculture
Officers
expected
from him
Attained
clear
understandin
g about the
pros and
cons of the
Manage A report describing current As and when
Secretary with
Performance strategies to reform the management required but
Facilitate change management practices Head of the -
Cont... identified management practices and at least once
Departments
practices
practices. ways
a s to in two
t o years
ears
improve
them and
better
management
practices
adopted.
Quarterly Assessment
Report prescribing the Service
Secretary with
progress in terms of delivery Sectoral
Assess service delivery performance Head of the Quarterly
Milestones, performance Committee
Departments
B h
Benchmarksk and d iis assessedd
Output Indicators
Better
relationship,
S
Secretary
t & Asst.
A t R
Reports
t on
Establish / Participate inter-agency reduction of Review by
Secreary with Coordination Meetings
Coordination Arrangements at Provincial gaps and Sectoral Quarterly
Head of the at Provincial and
and Department Level avoidance of Committee
Departments Department level
duplication
are ensured.
Better
relationship
ensured by
attaining
clear
Reports on understandin
Secretary with Beneficiaries' decisions g about the
Establish / Conduct periodic meetings At least
Head of the or requests or problems service
with Beneficiaries Twice a year
Departments or complains and delivered,
suggestions needs of
beneficiaries,
problems
faced and
ways to
Coordination resolve them.
(Includes--
Better
with the
relationship
Public;
ensured by
Image
Reports on attaining
Irrigation;
Secretary with Beneficiaries problems clear
Implement Establish / Conduct regular Staff
H
Head
d off the
h or complains
l i or understandin
d di - Quarterly
Q l
Devolution; Meetings
Departments requests and suggested g about the
Mediate
remedies problems or
Conflicts;
needs of staff
Handle -)
and ways to
resolve them.
Proper
p
actions need to be
implementati
taken to ensure proper
on of
Secretary with implementation of Review by
Assist to implement national level National
Head of the national level Sectoral Quarterly
programmes and activities level
D
Departments programmes and d committee
i
programmes
activities and officers
and activities
are ensured.
action.
Appropriate
authorities
resolve the crisis or attained clear
actions need to be understandin
Secretary with Review by When
Report to appropriate authorities in any taken or any assistance g about the
Head of the Sectoral necessity
emergencies or instructions required crisis and
Departments committee arises
from the appropriate thereby
authority. appropriate
actions are
ensured
ensured.
Gen Facilitate
Management easy and
cont…. speedy
access for
Periodic Reports on
Secretary information
Input data and Output Review by
Identify Information Needs and Establish .Asst.secretary and thereby
information relevant to Secretary, Quarterly
/ Maintain MIS with Head of the helps to
identified information M/Agriculture
Departments make timely
needs.
decisions.
(better
d ii
decision
making)
Partners /
Stakeholders
attained clear
Secretary Periodic Reports to understandin
Provide Information to Partners / .Asst.secretary Partners /Stakeholders, g about the
- Quarterly
Q y
Stakeholders with Head of the providing information progress of
Departments required by them. department
activities
Manage relevant to
Information th
them.
(Includes
(Includes
Provide Public are
Information; made aware
Provide about the
Access to department's
Information activities in a
Secretary
transparent Review by
Provide Information to public news .Asst.secretary , Public news letters /
manner and Secretary, Quarterly
letters with Head of the publets
it helps to M/Agriculture
Departments
build public
confident
over
department's
activities.
Beneficiary /
Clients
attained clear
understandin District Heads
Secretary Periodic Reports to g about the of line
Provide Information to Beneficiary / .Asst.secretary , Beneficiary / Client, progress of Departments
Bi-annually
Client with Head of the providing information department's & support
D
Departments
t t required
i d bby th
them. service
i f
from other
th
delivery institutions.
activities
relevant to
them.
Attained
clear
understandin
g about
institutional
Secretary
hierarchy
hierarchy, Review by
Review Organization Structure to suite .Asst.secretary , Updated Department Once in three
basis for Secretary,
Department's Functions with Head of the Organization Structure years
sharing M/Agriculture
Departments
authority and
responsibility
and basis for
resource
distribution,
updated Ministry /
Secretary with clarity Review by
department
Review delegation of functions Senior departmental Secretary, Annually
organization funcions
Management Team functions. M/Agriculture
and structure
Institutional Each staff in
Development the Ministry
(Includes is aware
Delineate about the
organization rules
rules,
al Action regulations
System; and
Delineate Ministry rules procedures to
HRM System) D Define
fi and d adopt
d t IInstitutional
tit ti l
Senior
D
Department
t tRRules,
l b adopted
be d t d iin
Secretary,
As
A andd when
h
administration standards Circular instructions attending required
Management Team M/Agriculture
and guide lines administratio
n matters and
this ensures
uniform,
consistent
approach
within the
institution
Better
Review by
Secretary with internal
Staff supervision and MDTD & Review
Establish Staff Supervision and Appraisal Senior control and
appraisal system Secretary, annually
Management
g Team staff
M/Agriculture
utilization
Secretary Improved
Review by
.Asst.secretary , Succession plan organizationa
Formulation of Succession Plan Secretary, Annually
with Head of the statement l
M/Agriculture
Departments performance
Secretary
Providing updated information and Training Programmes,
.Asst.secretary , Improved As and when
enhancing the knowledge and skills of Workshops & Field MDTD
with
i h Head
d off the
h Performance
f required
i d
employees Trips
Departments
Secretary
A statement Review byy
Capacity
C it .Asst.secretary
Asst secretary ,
illustrating, list of MDTD and
Building and Provision of the facilities to employees with
facilities to be provided
Improved
Secretary,
As and when
Training for career development Administrative Performance required
and name of officers or M/Public
(Includes - officer and Head
agency responsible. Administration
Knowledge off the
h DDepartments
and skills,
Orient Secretary
Attitudes;; .Asst.secretary ,
Improve with Improved
Systems and Providing Training in office automation Administrative
Training Programmes
Performance
MDTD Quarterly
Procedures) officer and Head
of the Departments
Secretary Department
Professionali Secretary,
Provide opportunities for Local /Foreign .Asst.secretary , professional As and when
zation of the M/Agriculture
professional training with Head of the development required
Department MDTD
Departments programme
Financial Attained
Management clear
Budgeting guidelines
Secretary with Medium-term Forecast understandin
(Include Assess Medium-term Demand for from chief
Head of the of service Delivery g about the Annually
Allocate Services Provided by the Department secretary, DCS
Departments Needs medium-term
Resources) (Finance)
resource
requirements
Attained
clear
understandin
Assess / review recurrent expenditure Forecast of recurrent g about the
Head of the M/Agriculture, Annually
needs expenditure Needs recurrent
activities to
b carried
be i d
out.
Attained
clear
Secretary with understandin Secretary,
Preparation of Ministry Budget Head of the Budget Book g about the M/Agriculture, Annually
Departments expenditure DCS (Finance)
priorities and
purposes
Attained
clear
understandin
d di
Project Concept Secretary,
Preparation of Documents for obtaining Secretary with g about the
Papers, Project M/Agriculture As and when
allocation of fund for development Head of the priority of
Feasibility Study Donor required
activities Departments
p work items
Report agencies
and capital
investment
requirement.
Expenditure
Management Secretary with Improved Deputy Chief
Financial Control Review
(Include Establish Financial Management System Head of the Financial Secretary
System Documents annually
Manage Departments Control (Finance)
Expenditure)
Each officer
in the
Department
is aware
A report giving the
Secretary with about their Review by
Establish / review financial management details of financial
Head of the authority and Secretary,
Secretary Annually
delegation within department management
Departments responsibility M/Agriculture
delegation
with regard
to financial
management. t
.
The staff
i
involved
l d iin
procurement
is aware
about the
rules,
regulations
and
Procurement circulars,
Secretary with procedures to Secretary,
P
Procurementt As
A andd when
h
Establish good Procurement practices. Head of the be adopted in M/Agriculture,
guidelines, required
Departments attending DCS (Finance)
Procurement training.
procurement
matters and
this ensures
uniform,
consistent
approachh
within the
institution
Each staff in
the
th
Department
is aware
about the
rules,
regulations
and
Secretary with procedures to Secretary,
Define
D fi and
d adopt
d tE Expenditure
dit Ci
Circular
l iinstructions
t ti As
A andd when
h
Head of the be adopted in M/Agriculture,
Management standards and guide lines required
Departments expenditure DCS (Finance)
management
and this
ensures
uniform,
consistent
approachh
within the
institution
ffi i
Efficient
Maintain Up-dated Information on management
Head of the Financial Statements M/Agriculture, Monthly
Recurrent and Capital Expenditures of funds
ensured
Efficient
Updated progress management
Minimize cost overrun Head of the M/Agriculture, Monthly
report of funds
ensured
Efficient
management
Ensure proper use of funds Head of the Financial Statements M/Agriculture, Quarterly
of funds
ensuredd
Secretary with Financial Secretary,

Review of Recurrent and Capital
Head of the Expenditure Report performance M/Agriculture, Monthly
pe d tu e
Expenditure
D
Departments
t t monitored
it d DCS (Fi
(Finance))
Efficient
Review bank reconciliation, Advance to Monthly summary of management
Head of the M/Agriculture Monthly
M/Agriculture,
public officers and deposit account accounts of funds
ensured
Efficient use
Monitoring Maintain Financial discipline Head of the Audit Reports
off funds
f d
M/Agriculture Regularly
and Departments DCS (Audit)
Expenditure The staff
Review involved in
(M it
(Monitor financial
Implementati management
on Progress) are aware
Secretary
y with about the
Providing updated information about General Treasury Secretary
Secretary,
Head of the latest
government policy on financial Circulars and Inland M/Agriculture Regularly
Departments & development
management for implementation Revenue Circulars DCS (Finance)
Senior Team s in govt.
policy and
this ensures
prompt
implementati
on.
on
Development clear
Programme & understandin
Service g about
provincial
A summarized report strategies
Secretary
describing the vital with regard
Review pprovincial gguidelines on Secretary
y with with Head of
points in the provincial to
formulation, implementation and Head of the the
guide lines, to be formulation, Annually
coordination of plans for provincial Departments & Departments
considered while implementati
service delivery Senior Team & Senior
preparing sectoral on and
Team
service
i ddelivery
li plans.
l coordination
di i
of plans for
provincial
Service service
Delivery
li delivery
(Includes
(Includes
Policy Department
Planning staff and
Frame work stockholders
Secretary,
Formulate Secretary with clearly
M/Agriculture,
Implementati Review Sectoral Service Delivery Head of the Statement of Service understood
Deputy Chief
Review
on Plans)
Pl ) Responsibilities Departments & Delivery Responsibly about their annually
S
Secretary
Senior Team roles and
(Planning)
responsibiliti
es in service
delivery
clear
understandin
g about the Secretary,
y,
Secretary with
Updated guidelines on updated M/Agriculture,
Update guidelines on formulation of Head of the
formulation of sectoral criteria for Deputy Chief Annually
sectoral service delivery plan Departments &
service delivery plan formulation Secretary
Senior Team
of sectoral (Planning)
service
delivery plan
Attained
clear
l
understandin
Secretary with g about the
Prepare
p Medium-term Service Deliveryy Head of the Medium-term Service priorities of Secretary,
y,
work items Annually
Plan Departments & Delivery Plan M/Agriculture
Senior Team included in
the Medium-
term service
delivery
l
Attained
clear
understandin
Service Secretary with g about the
Delivery Prepare long term investment plan Head of the Long - term Service priorities of Secretary, Once in five
(Includes Departments & Delivery Plan work items M/Agriculture years
Policy Senior Team included in
Planning the Long-
Frame work term service
Formulate delivery
Implementati l
Allocation of
on Plans) Resouces
Secretary,
Annual Service and
Secretary with M/Agriculture Review
M/Agriculture,
Prepare Annual Implementation Plan Delivery Improved
DDP DCS annually
Implementation Plan Organization
(Planning)
al
perfomance
Each staff in
the
Department
A report giving the Review by
Secretary with
S ih iis aware
Review delegation of functions details of delegation of Secretary, Annually
Senior Team about their
functions M/Agriculture
authority and
responsibility
p y
.
Attained
clear
Understandin
As and when
Identify Stakeholders / Partners for Secretary with Periodic meetings with g about
required but
Development activities and create Head of the Stakeholders and Department -
at least twice
awareness Departments partners and
a year
S k h ld
Stakeholders
/ Partner
expectation
Provincial
Partner Planningg
Secretary with
Formulate Stakeholder / Partner / working Committee Twice a
Head of the Partnership programme
Beneficiary working arrangements arrangements Project year
Departments
planned Coordinating
Committee
Provincial
Allocation of
Planning
Secretary with Project acceptance funds for
Mobilize Resource Support for financing Committee As and when
Head of the letter from the funding implementati
M di
Medium-term
t Service
S i delivery
d li plan
l P j t
Project required
i d
Departments agency on of project
Coordinating
is confirmed.
Committee
Contractor
and
Department
are
encoraged to
show high Provincial
Development
progress as Planning
Programme & Development Secretary with
Coordinate with the funding agency / funding Committee
Service coordination Head of the Cash Flow Statement Monthly
P j t ffor maintaining
Project i t i i cash h fl
flow agency / Project
P j t
cont…. Departments
Project, Coordinating
assured the Committee
release of
imprest
according to
the agreed
schedule.
Contractor
and
Department Secretary,
Secretary with
Award letter & are aware M/Agriculture, As and when
Coordinate with the contractor Head of the
Agreement their roles, Funding required
Departments
responsiblitie Agency
s,, rights
g and
obligations.
Department
Staff,,
Contractor
Meeting Minutes and
describing Beneficiary
Secretary with
Attend review meetings with contractors recommendations or attained clear As and when
Head of the -
and beneficiaries suggestions or understandin required
Departments
solutions for the g about the
problems discussed. status of
project
implementati
on.
Implementati
on of project
Minutes of the meeting
Secretary with as per the
with contractor As and when
Review contract management Head of the terms and -
log entry, Instruction required
Departments conditions of
letters to contractor
agreement is
ensured.
Department
Staff,
Stockholders
and
Chief
C
Contractor
t t
Review Implementation Status and Secretary with Updated Service Secretary, NP.
clearly Quarterly,
Update Service Delivery Implementation Head of the Delivery Secretary,
understood Annually.
Plan Departments Implementation Plan M/Agriculture,
the status of
Progress NP
NP.
implementati
Review and on and
Development Monitoring agreed on the
Programme & (Includes revised plan.
Service Monitor
cont…. Implementati clear
on; Review understandin
Performance) g about the
Secretary,
Secretary with actions to be
M/Agriculture,
Monitor and review progress Head of the Progress Reports taken to Monthly
Funding
Departments eliminate the
Agency
A
factors
affecting the
progress
clear
understandin
g about the
Secretary
y with time frame of
Preparation of activity chart and cash Activity Chart and Funding
Head of the each activity Monthly
flow statement Cash Flow Statement Agency
Departments and amount
of monthly
imprest
requirement.
ACTIVITY HAND BOOK - 2007

Department of Land Administration, NP.
Subject/Sector Processes Activity Responsibility Achievements Complementa
Time Frame
Category Key Processes How Who with whom Outputs Outcomes
1. General Ma Give Set vision Provincial Land Vision Statement Attained Review by NP Regularly &
Leadership Commissioner prepared clear vision Secretaries Annually
(Includes with Management of the committee
vision & Staff Institution
values; Assess organizational Environment and Provincial Land Organizational values Shared Review by NP Regularly &
Mission & d fi organizational
define i ti l values
l C
Commissioner
i i statement
t t t prepared
d orientation
i t ti off S
Secretaries
t i A
Annually
ll
Goals; with Management enviornment committee
Motivation; Staff al value
R &
Resources & Apply NPC Culture and identity Provincial Land Framework for the Sector Review by NP Regularly &
Support) Commissioner sector and programmes working Secretaries Annually
with Management identified culture committee
Staff organized
Define Mission and Goals of the Provincial Land Mission and Goal Attained Review by NP Regularly &
organization Commissioner statement prepared clear Secretaries Annually
with Management understandin committee
Staff g about
vision and
mission
Formulation of strategy Provincial Land Strategy Statement Priority Review by Regularly &
Commissioner Formulated actions Secretary Annually
with Management identified for Ministry of
Staff the Dept. and Agriculture &
core Lands, NP
functions
Define key success factors and Indicators Provincial Land Organization'ss
Organization Good Review by Regularly &
Commissioner Performance Indicator Performance Secretary Annually
with Management identified agreed Ministry of
Staff Agriculture &
Lands NP
Lands,
Create Learning Environment Provincial Land Learning enviorments Enviorment Review by Regularly &
Commissioner are identified and for learning Secretary Annually
with Management
g actions Implemented
p created Ministry
y of
Staff Agriculture &
Lands, NP
Develop team sprit Provincial Land Team work formulated Team work Review by Regularly &
Commissioner concept Secretary Annually
with Management realised Ministry of
Staff Agriculture &
Lands, NP
Motivate and Create
C opportunity
i ffor collective
ll i action
i Provincial
i i l Landd Best practice
i on group C
Collective
ll i Review
i bby Regularly
l l &
Inspire Commissioner action adopted action Secretary Annually
with office and mobilized Ministry of
field staff Agriculture
g &
Lands, NP
Facilitate collective action Provincial Land Tasks identified Timely Review by Regularly &
Commissioner improved Secretary Annually
with office and action Ministry of
Lands, NP
Give Feed back to staff Provincial Land Frequent Review Clear Review by Regularly &
Commissioner meeting held understandin Secretary Annually
with Management g of latest Ministry of
Staff development Agriculture &
attained Lands NP
Lands,
Mobilize Review human resource requirement Provincial Land Statement of cadre Human Review by Annually
resource Commissioner updated resource Secretary
with Management requirement Ministry of
Staff assessed Agriculture &
Lands, NP
Review status of office equipment/ Provincial Land Updated status report Status of the Review by Annually
vehicles/ machineries/ fixed and movable Commissioner institution Secretary
assets with Management assessed Ministry of
Staff Agriculture &
Lands, NP
Manage
M D fi S
Define Service
i D Delivery
li St
Standards
d d P
Provincial
i i lLLand
d J b description
Job d i ti Eff
Effective
ti R i bby
Review Regularly
R l l &
Performance Commissioner developed Service Secretary Annually
(Define with Management process Ministry of
Responsibilit
p Staff adopted
p Agriculture
g &
y; Establish Lands, NP
Processes; Set Define the organizational and Individual Provincial Land Quarterly Review Departmental Secretary Quarterly
Procedures; expectation Commissioner meetings held staff Ministry of and
Standards of with Management awareness of Agriculture & Annually
conduct; Staff what is to be Lands, NP
Oversee delivered
special Prescribe milestones, Benchmarks and Provincial Land Quarterly Progress Aware of our Secretary Quarterly
Institutions) output milestones
il C
Commissioner
i i R
Reports prepared
d progress Mi
Ministry
i off
Staff Lands, NP
Preparing the Responsibility chart and Provincial Land Department service Department Review by the Quarterly
Duty lists Commissioner responsibility and duty staff secretary and
with Management lists of officers awareness of Ministry of Annually
Staff prepared what is Agriculture &
expected Lands, NP
Facilitate change management practises Provincial Land Change management Organized to Review by the Annually
Commissioner focal points identified meet future secretary
with Management challenges Ministry of
staff Agriculture &
Lands NP
Lands,
Motivate Subordinates Provincial Land Motivated Performance Review by the Regularly &
Commissioner assessed secretary Annually
staff Agriculture &
Lands, NP
Assess service delivery performance Provincial Land Performance report Improved Review by the Quarterly
Commissioner prepared performance secretary
with senior Ministry of
Management team Agriculture &
Lands, NP
Coordination
C di ti Establish,
E t bli h Participate
P ti i t iin IInter-agency
t Provincial
P i i lLLand
d
Reports
R t on BBetter
tt R i bby th
Review the R l l
Regularly
(Includes coordination arrangements at Provincial Commissioner Coordination meetings relationship, secretary
Liaising with and Divisional Level. with Management
at Provincial and reduction of Ministry of
the Public; Staff Divisional Level ggaps
p are Agriculture
g &
Image prepared assured Lands, NP
Building; Establish/conduct periodic meetings with Provincial Land Reports on Beneficiaries Review by the Regularly
Implement Beneficiaries Commissioner beneficiaries problems problems secretary
Devolution; with Management prepared understood Ministry of
Mediate Staff Agriculture &
conflicts; Lands, NP
Handle Establish/conduct regular staff meetings Provincial Land Reports on staff Better Review by the Quarterly
Grievances) C
Commissioner
i i problems
bl andd needs
d relationship
l i hi secretary
with Management prepared ensured Ministry of
Staff Agriculture &
Lands,, NP
Report to appropriate authorities in any Provincial Land Report describing Appropriate Review by the Regularly
emergencies Commissioner actions to be taken action secretary
with Management prepared ensured Ministry of
Staff Agriculture &
Lands, NP
Having Progress review meetings at Provincial Land Meeting minutes Improved Review by the Quarterly
district level Commissioner prepared performance secretary
with Management ensured Ministry of
Staff Agriculture &
Lands NP
Lands,
Management Identify information needs and Establish / Provincial Land Periodic Reports on Review of Review by the Quarterly
Information maintain MIS Commissioner inputs and outputs performance secretary
(Includes with Management relevant for Facilitated Ministry of
Provide Staff performance prepared Agriculture &
Information, Lands, NP
Provide Provide Information to Line Ministries Provincial Land Periodic reports Aware of Review by the Quarterly
Access to and Provincial Ministries & departments Commissioner prepared and furnished department secretary
information) with Management activities. Ministry of
Staff Agriculture &
Lands, NP
P id iinformation
Provide f ti tto news lletters
tt P
Provincial
i i lL Land
d N
News letters
l tt published
bli h d A
Aware off R i bby th
Review the Q t l
Quarterly
Commissioner department secretary
with Senior Performance Ministry of
Management
g Staff Agriculture
g &
Lands, NP
Provide Information to beneficiaries Provincial Land Department Beneficiaries Review by Annually
Commissioner development aware Secretary
with Management Programmes department Ministry of
Staff service Agriculture &
delivery Land NP
activities
Maintaining database and updating the Provincial Land Progress Reports Improved Secretary Monthly
physical Progress of works Commissioner prepared development Ministry of
Staff Land, NP &
D.S.
(Planning)
Institutional Review department Functions and Provincial Land Updated department Clarity of Secretary Annually
Development organization structure Commissioner organization structure. departmental Ministry of
(Includes with Management function Agriculture &
Delineate Staff Land NP
Land,
organizationa Review delegation of functions Provincial Land Report on delegation of Staff aware Review by Annually
l Action Commissioner function of their Secretary
system with Senior resposibilitie Ministry of
Delineate Management Staff s Agriculture &
HRM system) Land NP
Issue circular instruction and guidelines Provincial Land Department circulars Awareness Review by Regularly
Commissioner of Secretary
with Management department Ministry of
Staff function Agriculture &
Land NP
Adopt/
Ad t/ Review
R i ddepartment
t tRRules
l & P i i lL
Provincial Land
d C d off conduct
Code d t DDepartment
t t Secretary
S t As andd when
A h
Regularizations Commissioner adopted activities and Ministry of required
with Management responsibiliti Agriculture &
Staff es Land, NP
streamlined
Establish staff supervision and appraisal Provincial Land Staff supervision and Better Secretary Annually
Commissioner appraisal system control and Ministry of
with Management adopted staff Agriculture &
Staff and utilization Land, NP
Divisional established
Secretaries
Formulate
l succession
i plan
l Provincial
i i l Land
d S
Succession
i plan
l Improved d Review
i bby Regularly
l l &
Commissioner statement developed organizationa Secretary Annually
with Management l Ministry of
Staff pperformance Agriculture
g &
Land NP
Capacity Providing updated information and Provincial Land Skill and Knowledge Training Dept. with Regularly
Building and enhance the knowledge and skills of Commissioner of employees enhanced programmes other
Training employees. with Management and organization
(Includes Staff and workshops
Enhance Divisional conducted
Knowledge Secretaries
and Skills Providing facilities to employees for Provincial Land Skill and Knowledge Capacity of Dept. with As and when
orient career development Commissioner development facilities the staff other required
Attitudes; with Management identified strengthened. organization
Improve Staff
systems and Provide training in office automation Provincial Land Training Programmes Knowladge Review by Regularly
procedures.) Commissioner and workshops and skill Secretary
with MDTD improved Ministry of
Agriculture &
Land NP
Provide opportunities for local / Foreign Provincial Land Awareness of Skills Professionali Secretary As and when
professional training Commissioner and Knowledge zation skill Ministry of required
development Training transferred Agriculture &
Land, NP
2. Financial M Budgeting Prepare budget estimate for discussion Provincial Land Statemnet of Expenditure Review by Annually
(I l d
(Include with
ith the
th fi
finanace C
Commission
i i C
Commissioner
i i expenditure
dit needs
d needs
d S
Secretary
t
Allocation with Accountant completely Ministry of
Resources) prepared Agriculture &
Land, NP &
DCS Finance
Assess Medium term demand for service Provincial Land Medium term forecast Medium term Secretary Quarterly
provided by the department Commissioner of service delivery resources Ministry of and
with Management needs identified requirements Agriculture & Annually
Staff prepared Land, NP &
DCS Finance
Assess/ review recurrent expenditure Provincial Land Needs assessed Needs Review by Annually
needs
d C
Commissioner
i i Cl
Clarified
ifi d S
Secretary
Agriculture,
NP
Preparation of department budget. Provincial Land Budget book prepared Expenditure Deputy Chief Quarterly
Commissioner priorities and Secretary and
with Accountant purpose Finance. Annually
clarified
Preparation of documents for obtaining Provincial Land Supporting documents Requests Deputy Chief Annually
allocation of fund for department Commissioner prepared justified Secretary
activities with Accountant Finance.
Identify SRA/KRA Provincial Land SRA/KRA Identified Attained Secretary Quarterly
Commissioner clear Ministry of and
with Management understandin Agriculture & Annually
Staff g about the Land, NP
SRA/KRA
Prepare
p budget
g pperformance pplan Provincial Land Budget
g pperformance Attained Secretary
y Annually
y
Commissioner plan prepared clear Ministry of
with Accountant understandin Agriculture &
g about the Land, NP
service
performance
plan
Expenditure Design and establish Financial control Provincial Land Financial control Improved Deputy Chief Quarterly
Managementt system
M t C
Commissioner
i i system
t document
d t Fi
Financial
i l S
Secretary
t
(Include with Accountant prepared control Finance.
Manage system
Expenditure) Establish/ review financial management
g Provincial Land Statement of financial Delegated
g Review by y Annually
y
delegation within department Commissioner delegation functions Secretary
Agriculture &
Land, NP
Establish good procurement practices Provincial Land Procurement Streamlined Review by Regularly
Commissioner committee formulated procurement Secretary
A i lt
Agriculture &
Land, NP
Constitute procurement board Provincial Land Procurement board Proper Review by Annually
Commissioner established system Secretary
with Accountant adopted Ministry of
Agriculture &
Land, NP
Issue circulars Provincial Land Department circulars Department Review by Regularly
Commissioner staff Secretary
with Accountant awareness of Ministry of
what is Agriculture &
expected Land NP
Land,
Instruction and guidelines Provincial Land Department rules and Efficient Review by Regularly
Commissioner regulations expenditure Secretary
with Accountant management Ministry of
Agriculture &
Land, NP
Maintain updated information on Provincial Land Updated financial Expenditure Deputy Chief Monthly &
recurrent and capital expenditures Commissioner statement prepared management Secretary Quarterly
with Accountant monitored Finance.
Minimize cost overrun Provincial Land Updated progress Efficient Review by Regularly
Commissioner report management Secretary
with
ith Accountant
A t t off ffunds
d Mi i t off
Ministry
ensured Agriculture &
Land, NP
Ensuring
g the pproper
p utilization of funds Provincial Land Financial statements Improved
p Review by y Half yyearly
y
Commissioner prepared Performance Secretary
with Accountant and Ministry of
achievements Agriculture &
Land, NP
Establish an Internal Audit System Provincial Land Financial discipline Corruption Review by Regularly
Commissioner maintained minimized Secretary
A i lt
Agriculture &
Land, NP
Monitoring Review of recurrent and capital Provincial Land Monthly expenditure Financial Deputy Chief Monthly &
and expenditure
p Commissioner statements pprepared
p Performance Secretaryy Quarterly
Q y
Expenditure with Accountant monitored Finance.
Review Review bank reconciliation, Advance Provincial Land Monthly summary of Efficient Review by Regularly
(Monitor account activity, Advance to public Commissioner accounts prepared management Secretary
Implementati officers and Deposit accounts with Accountant of funds Ministry of
on Progress) ensured Agriculture &
Land, NP
Design a monitoring system for Provincial Land Monitoring system Funds Secretary Regularly
development activities service delivery Commissioner designed properly Ministry of
with Accountant utilized Agriculture &
Land, NP
Providing
P idi updated
d t d information
i f ti about
b t Provincial
P i i l Land
L d Generall Treasury
G T St ff aware Review
Staff R i by b R l l
Regularly
government policy on financial Commissioner circulars and Inland about the Secretary
management for Implementation with Accountant Revenue circulars latest Ministry of
development Agriculture &
s Govt. Land, NP
Policy and
prompt
implementati
on ensured
Review Audit statements Provincial Land Audit reports Proper Secretary Monthly
Commissioner utilization of Ministry of
with
ith Accountant
A t t f d
funds A i lt
Agriculture &
ensured Land, NP
3.Developme Service Review provincial guidelines on Provincial Land Updated checklist, Attained Review by Regularly
nt Delivery
y formulation implementation
p and Commissioner guidelines
g for service clear Secretary
y
Programme coordination of plans for Provincial with Management delivery understandin Ministry of
services service delivery Staff g in the Agriculture &
service Land NP
delivery
Review sectoral service delivery Provincial Land Statement of Service Clarity in Secretary Quarterly
responsibility Commissioner delivery service , Ministry of
with Management responsibilities delivery role Agriculture &
St ff
Staff prepared
d andd L d NP
Land,
responsibiliti
es
Updated guideline on formulation of Provincial Land Updated guideline for Attained Review by Regularly
sectoral service delivery plan Commissioner sector service deliveryclear Secretary
with Management plan prepared understandin Ministry of
Staff g in the Agriculture &
service Land NP
delivery
Prepare medium term service delivery Provincial Land Medium term service Attained Review by Quarterly
plan Commissioner delivery plan prepared clear Secretary
with Management understandin Ministry of
Staff g in medium Agriculture &
term service Land NP
delivery
responsibiliti
es
Prepare long term investment plan Provincial Land Long term investment Long term Review by Annually
Commissioner plan prepared service Secretary
with Management delivery Ministry of
Staff responsibiliti
Agriculture &
es prioritized
Land NP
Prepare Annual Implementation Plan Provincial Land Annual Awareness Review by Annually
C
Commissioner
i i I l
Implementation
t ti Pl
Plan off what
h t is
i to
t
S
Secretary
t
with Management prepared be deliveredMinistry of
Staff for next year
Agriculture &
Land NP
Review delegation of functions Provincial Land Statement of delegation Limits of Review by Annually
Commissioner function prepared functions Secretary
with Management understood Ministry of
Staff Agriculture &
Land NP
Development Mobilize Resource support for financing Provincial Land Bottle neck and short Delays Secretary Quarterly
Co- medium term service delivery Plan Commissioner coming Identified avoided and Ministry of
ordination
di ti with
ith Accountant
A t t iinteraction
t ti A i lt
Agriculture &
(Includes co - developed Land NP
ordinate with Co-ordinate with the Provincial Treasury Provincial Land Cash flow statement Cash flow Secretary Quarterly
Government for maintaining cash flow Commissioner prepared ensured Ministry of
A
Agencies)
i ) with Accountant Agriculture &
Land, NP &
DCS Finance
Attending Sectroal Committee meetings Provincial Land Updated progress Improved Secretary Quarterly
Commissioner reports prepared performance Ministry of
Land, NP
E t bli hi Village
Establishing Vill Expansion
E i Schemes
S h Provincial
P i i l Land
L d Landless
L dl peasants t Systemetic
S t ti S
Secretary
t R l l
Regularly
Commissioner needs ful filled development Ministry of
with Management of state land Agriculture &
staff ensured Land NP
Construction and Maintenance of Colony Provincial Land Colony Roads kept in Infrastructure Secretary Annually
Roads Commissioner good condition facilities Ministry of
with Management provided Agriculture &
staff Land NP
Supply of planting materials Provincial Land Planting materials Fruit Secretary Annually
Commissioner supplied cultivation Ministry of
with Management steped up in Agriculture &
staff the province
pro ince Land NP
Action Plan for working with Local Provincial Land Action Plan prepared Administrati Secretary Annually
bodies Commissioner ve reform Ministry of
with Management
g achchived Agriculture
g &
staff Land NP
Progress Review Implementation status and update Provincial Land Reports on the status of Implementati Chief Quarterly
Review and service delivery improvement plan Commissioner service delivery on strategy Secretary and
Monitoring with Management prepared developed Secretary
(Includes staff Ministry of
Monitor Agriculture &
Implementati Lands NP
on Review Monitor and review progress Provincial Land Updated Progress Improved Secretary Quarterly
performance) Commissioner report. performance Ministry of
staff Land, NP and
Divisional
Secretaries.
Preparation of Activity chart and cash Provincial Land Activity chart and cash Proper Divisional Regularly
flow statement Commissioner flow statement Management Secretaries
with Accountant prepared established and
Accountant
Establish mechanism for Progress Provincial Land Progress monitoring Improved Secretary Annually
monitoring Commissioner mechanism designed performance Ministry of
with Management and Agriculture &
staff achievements Land NP
Provincial Land Secretary Annually
Commissioner Ministry of
Evaluation of key Process staff Evaluation report preparTarget Achchi Land NP
D
Department
t t off IIrrigation
i ti
Complementa
r Activities
ry Acti ities
Subject / Sector Processes & Co- Time Frame
responsibilitie
s
Key
Category How Who with Whom Outputs Outcomes
Processes
Attained
Director
clear
Vision Statement understandi Once in ten
Set vision Senior Secretaries
prepared ng about years
vision of the
Team
i i i
institution.
Attained
clear
Director
understandi
d t di
(Irrigation) with Organizational Review by
Asses Organizational Environment and ng about Once in five
Senior environment Values Sectoral
define organizational values Organizatio years
Management Statement prepared. committee
nal
Team
environment
Values
Attained
Give
clear
Leadership
Director understandi
(Includes Culture and identity
(Irrigation) with ng about the Review by
Vision, statement related to Once in five
Apply NPC culture and identity Senior traditional Sectoral
V l
Values, iirrigation
i ti practices
ti years
Management irrigation committee
Culture, prepared.
Team and
Mission,
agricultural
Strategy,
gy Keyy
practices
success
factors and
indicators Attained
Director clear
(Irrigation) with understandi Review by NP
Mission and Goal Once in
Define Mission and Goals Senior ng about the Secretaries
statement prepared. three years
Management Mission and committee
Team Goal of the
institution.
Director Priority
((Irrigation)
g ) with functions Review byy
Strategy Statement Once in
Formulate strategy Senior and core Sectoral
prepared. three years
Management activities committee
Team identified
Director
Organizational Review by
(Irrigation) with Good
Define key success factors and Performance Secretary, Once in
Senior performanc
indicators Indicators Statement M/Agricultur three years
Management e agreed.
prepared.
p epa ed. e
Team
Staff
attained
clear
understandi As and
Director
ng about when
(Irrigation) with Periodic Review
Give feedback to staff latest - required
Deputy Directors meetings conducted.
development but at least
(Irrigation)
s, issues and quartly
what is
expected
from them.
them
Director Appropriate actions
Motivate and Learning Review by
(Irrigation) with to establish learning
inspire environment Secretary,
Establish learningg Environment Senior environment are annuallyy
(F db k to
(Feedback t is M/Agricultur
Management identified and
General staff, established. e, MDTD
Team implemented.
Management Learning
Environment, Director
Appropriate
pp p actions Review byy
Team Sprit & (Irrigation) with
to develop team sprit Team Sprit Secretary,
Collective Develop team sprit Senior
are identified and is developed. M/Agricultur
annually
Action) Management
implemented. e, MDTD
Team
Director Appropriate actions Opportunity
Review by
(Irrigation) with to create opportunity for
Create opportunity for collective Secretary,
Senior for collective action collective annually
action M/Agricultur
Management
a age e t aaree identified
de t ed aand
d act
action
o iss
e
Team implemented. created.
Collective
Director
Appropriate
pp p actions action is Review byy
(Irrigation) with
to facilitate collective facilitated to Secretary,
Facilitate collective action Senior annually
action are identified improve M/Agricultur
Management
and implemented. timely e
Team
action.
Attained
Director clear As and
Periodic meetings
(Irrigation) with Understandi when
M bili
Mobilize Identify
Id tif St
Stakeholders
k h ld /P
Partners
t and
d with
ith Stakeholders
St k h ld
Senior ng about - required
support create awareness and partners
Management Stakeholder but at least
(National conducted.
Team s / Partner twice a year
linkage,
g Inter
expectation
expectation.
& Intra
Provincial
Linkages) Director Partner
Partnership
Formulate Stakeholder / Partner (Irrigation) with working
programme - Annually
working arrangements Deputy Directors arrangemen
formulated.
(Irrigation) ts planned.
Attained
clear
(Irrigation) with ng about the
Statement on updated
p
Review human resource requirement Senior institution's - Annually
cadre requirement
Management human
Team resource
requirement
.
Attained
clear
Mobilize understandi
Resource ng about the
Director Updated status report status of
Review status of office equipment / (Irrigation) with of equipment / institution's
vehicles / machineries / fixed and Senior vehicles / machineries office - Annually
movable assets Management / fixed and movable equipment /
Team assets vehicles /
machineries
/ fixed and
movable
assets.
Director Efficient
Sources of resources
Creating opportunity for sharing (Irrigation) with utilization of
for sharing are - Annually
resources. Deputy Directors resources
identified.
(Irrigation) ensured.
Attained
clear
understandi
ng about the
rules,
Di t
Director
Circulars, Guide regulation When
Define service delivery performance (Irrigation)
lines, Technical notes and norms - necessity
standards Deputy Directors
etc. prepared. to be arises
(Irrigation)
adopted to
ensure
Quality of
service
d li
delivery.
Department
al staff are
Director Review by
aware about
Define the organizational and (Irrigation) Quarterly Review Secretary,
what is to be Quarterly
individual expectation Deputy Director meetings conducted. M/Agricultur
delivered by
(Irrigation) e
the
h
institution.
Tools for
Manage Director
Di t St t
Statement td
describing
ibi assessing
i
Performance Review by
(Irrigation) with Milestones, service
(Define Secretary,
Define Benchmarks, Milestones Senior Benchmarks and delivery Annually
Responsibilit M/Agricultur
Management
g Output
p Indicators performanc
p
y; e
Team prepared. e are
Establish identified.
Processes;
Set Each staff in
Procedures; the
Director Department Review by
Standard of Department
(Irrigation) Responsibility Chart Secretary,
Conduct; Prepare Responsibility Chart is aware Annually
Deputy Director and Duty Lists of M/Agricultur
Oversee about what
(Irrigation) Officers prepared. e
Special i expected
is t d
Instructions) from him.
)
Attained
clear
understandi
ng about the
pros and
As and
Director A report describing cons of the
when
(Irrigation) with strategies to reform current
Facilitate change management required
Senior for better identified managemen -
practices but at least
Management management t practices
once in two
Team practices identified.
identified and ways
a s to
years
improve
them for
better
managemen
t practices.
Periodic Assessment
Report prescribing
Director Service Review by
the progress in terms
(Irrigation) delivery Secretary,
Assess service delivery performance of Milestones, Quarterly
Deputy Director performanc M/Agricultur
Benchmarks and
(Irrigation) e is assessed. e
O t t Indicators
Output I di t
prepared.
Better
Reports
R t on
relationship,
General Director Coordination Review by
Establish / Participate inter-agency reduction of
Management (Irrigation) Meetings at Secretary,
Coordination Arrangements at gaps and Quarterly
con.. Deputy Director Provincial and M/Agricultur
Provincial and Department Level avoidance of
(Irrigation) Department level e
duplication
prepared.
are ensured.
Better
relationship
ensured by
attaining
Director clear
(Irrigation) Reports on understandi
Range Deputy Beneficiaries' ng about the
District At least
Establish / Conduct periodic meetings Directors decisions or requests service
Agriculture Twice a
with Beneficiaries (Irrigation) or problems or delivered,
Committee year
Di i i
Divisionall complains
l i and d needs
d off
Irrigation suggestions prepared. beneficiaries
Engineers , problems
faced and
ways to
resolve
them.
Better
relationship
Coordination
ensured by
(Includes--
attaining
with the
Director Reports on Staff's clear
Public;
(Irrigation) with problems or understandi
Image Establish / Conduct regular Staff
Senior complains or requests ng about the - Quarterly
Irrigation;
g ; Meetings
g
Management and suggested problems or
Implement
Team remedies prepared. needs of
Devolution;
staff and
Mediate
ways to
Conflicts;
resolve
Handle -)
them.
Agreement
g
was reached
A report describing
on the most
the actions need to be
appropriate
taken to ensure
Director actions need
proper Review by
(Irrigation) with to be taken
Assist to implement national level implementation of Secretary,
Senior for proper Quarterly
programmes and activities national level M/Agricultur
Management implementat
programmes and e
Team ion of
National
level
action prepared.
programmes
.
Appropriate
p
A report g
describing
authorities
the crisis and the
attained
actions that have been
clear
Director taken to resolve the Review by
understandi When
Report to appropriate authorities in (Irrigation) crisis or actions need Secretary,
ng about
b the
h necessity
i
any emergencies Deputy Director to be taken or any M/Agricultur
crisis and arises
(Irrigation) assistance or e
thereby
instructions required
appropriate
pp p
from the appropriate
actions are
authority prepared.
ensured.
Easy and
speedy
Periodic Reports on access for
Director
Input data and information Review by
(Irrigation) with
Identify Information Needs and Output information and thereby Secretary,
Senior Quarterly
Establish / Maintain MIS relevant to identified helps to M/Agricultur
Management
information needs make timely e
Team
prepared. decisions
was
facilitated.
Partners /
St k h ld
Stakeholder
s attained
Periodic Reports to
clear
Director Partners
understandi
Provide Information to Partners / (Irrigation) /Stakeholders
/Stakeholders,
ng about the - Quarterly
Stakeholders Deputy Directors providing
progress of
(Irrigation) information required
department
by them prepared.
activities
relevant to
Manage them.
Information
Information
(Includes Public are
Provide made aware
Information; about the
Provide department'
Access to s activities
I f
Information
ti in a Review by
Provide Information to public news Director Public news letters transparent Secretary,
Quarterly
letters (Irrigation) published. manner and M/Agricultur
it helps to e
build public
confident
over
department'
s activities.
Beneficiary /
Clients
attained
clear
Periodic Reports to understandi
Director Review by
Beneficiary / Client, ng about the
Provide
P id IInformation
f i to B
Beneficiary
fi i / (I
(Irrigation)
i i ) S
Secretary,
providing progress of Bi-annually
Client Deputy Directors M/Agricultur
information required department'
(Irrigation) e
by them prepared. s service
delivery
activities
relevant to
them.
Attained
clear
understandi
ng about
institutional
Director
hierarchy, Review by
(Irrigation) with Updated Department
Review Organization Structure to suite basis for Secretary, Once in
Senior Organization
Department's Functions sharing M/Agricultur three years
Management Structure formulated.
authority e
Team
and
responsibilit
y and basis
for resource
distribution,
Each staff in
General the
Management Director Department
Review by
con.. (Irrigation) with A report giving the is aware
Secretary,
Review delegation of functions Senior details of delegation about their Annually
M/Agricultur
M
Management t off ffunctions
ti prepared.
d authority
th it
e
Team and
responsibilit
yy.
Each staff in
the
Department
is aware
Institutional about the
Development rules
rules,
(Includes regulations
Delineate and
organization Director procedures
Department Rules, Review by
all Action
A ti (I i ti ) with
(Irrigation) ith to
t be
b A
As and
d
System; Define and adopt Institutional Circular instructions Secretary,
Senior adopted in when
Delineate administration standards and guide lines M/Agricultur
Management attending required
HRM System) prepared. e
Team administrati
on matters
and this
ensures
uniform,
consistent
approach
within the
institution
Agreed on a
good system
Review by
Staff ssupervision
per ision and for Better
Establish Staff Supervision and Director Secretary, Review
appraisal system internal
Appraisal (Irrigation) M/Agricultur annually
established. control and
e
staff
utilization
Successor
Review by
aware his
Director Succession plan Secretary,
Formulation of Succession Plan role and Annually
(Irrigation) statement prepared. M/Agricultur
responsibilit
e
y
End users
very well Review by
Create end user awareness on service Director Citizen Charter aware about Secretary,
Annually
provision (Irrigation) statement prepared. the services M/Agricultur
available for e
them.
h
Director Training
Knowledge
Providing updated information and (Irrigation) with Programmes, As and
and skills. of
enhancing
h i the
th k
knowledge
l d andd skills
kill off S
Senior
i W
Workshops
kh MDTD when
h
employees
employees Management conducted & Field required
enhanced
Team Trips arranged.
Capacity Facilities to be Review byy
Director
Building and provided to MDTD and
(Irrigation) with Employees As and
Training Provision of the facilities to employees employees for career Secretary,
Senior career when
(Includes - for career development development are M/Public
Management developed. required
Knowledge identified and Administratio
Team
and skills, implemented. n
Orient Director Knowledge
Attitudes; (Irrigation) with Training and skills in
Improve Providing Training in office
Senior
S i Programmes
P office
ffi MDTD Quarterly
Q t l
Systems and automation
Management conducted. automation
Procedures) Team enhanced.
Department Knowledge
professional and skills of Secretary, As and
Provide opportunities for Local Director
development the M/Agricultur when
/Foreign professional training (Irrigation)
programme profession e MDTD required
formulated
formulated. enhanced
enhanced.
Clear
understandi
Director
ng is Secretary,
(Irrigation) with
KRA / SRA attained M/Agricultur
Identify SRA / KRA Senior Annually
statements prepared. about the e, DCS
Management
KRA / SRA (Finance)
Team
of the
institution..
Clear
Secretary
Secretary,
(Irrigation) with ng is
Budget performance M/Agricultur
Prepare Budget performance plan Senior attained Annually
plan prepared. e, DCS
Management about the
(Finance)
Team priority of
activities.
Director
Budget estimates for Secretary,
(Irrigation) with
Prepare budget estimates for discussion with M/Agricultur
S
Senior
i A
Annually
ll
discussion with finance commission. finance commission e, DCS
Management
prepared. (Finance)
Team
Director
Secretary,
Secretary
(Irrigation) with Integrated budget for
Prepare integrated budget for M/Agricultur
Senior allocation of Annually
allocation of resources. e, DCS
Management resources prepared.
(Finance)
Team
Attained
clear
Secretary,
(I i i ) with
(Irrigation) ih Medium-term
M di ng about
b the
h
Assess Medium-term Demand for M/Agricultur
Senior Forecast of service medium- Annually
Budgeting Services Provided by the Department e, DCS
Management Delivery Needs term
Financial (Include (Finance)
Team resource
Management Allocate
requirement
Resources)
s
Attained
clear
Director
understandi Secretary,
(Irrigation) with
Assess / review recurrent expenditure Forecast of recurrent ng about the M/Agricultur
Senior Annually
needs expenditure Needs recurrent e, DCS
Management
activities to (Finance)
Team
be carried
out.
Attained
clear
Director
understandi Secretary,
(Irrigation) with
ng about the M/Agricultur
Preparation of Department Budget Senior Budget Book Annually
expenditure e, DCS
Management
priorities
i ii (Finance)
( i )
Team
and
purposes
Attained
clear
understandi
Director Secretary,
y,
Project Concept ng about the
Preparation of Documents for (Irrigation) with M/Agricultur As and
Papers, Project priority of
obtaining allocation of fund for Senior e when
Feasibility Study work items
development activities Management Donor required
Report and capital
Team agencies
investment
requirement
.
Attained
clear
Director
Financial Control understandi Deputy Chief
Establish Financial Management
g ((Irrigation)
g ) Review
System Documents ng about the Secretary
System Accountant annually
prepared. Financial (Finance)
(Irrigation)
Managemen
t System.
The lapses
and
Director
shortcoming
(Irrigation) Internal Audit
Establish Internal Audit System s detected
Accountant Reports received.
and
(Irrigation)
awareness
created.
Each officer
in the
Department
is aware
about their
Director A report giving the Review by
Establish / review financial authority
(Irrigation) details of financial Secretary,
management delegation within and Annually
Accountant management M/Agricultur
department responsibilit
(Irrigation) delegation prepared. e
y with
regard to
financial
managemen
t..
The staff
involved in
procuremen
t is aware
about the
rules,
regulations
Procurement and
Director circulars, procedures
Secretary,
(Irrigation) with Procurement to be As and
M/Agricultur
Establish ggood Procurement p
practices. Senior gguidelines p
prepared
p adopted
p in when
e DCS
e,
Management and Procurement attending required
(Finance)
Expenditure Team training programme procuremen
Management conducted. t matters
(Include and this
Manage ensures
Expenditure) uniform,
consistent
approach
within the
institution
Each staff in
the
Department
is aware
about the
rules
rules,
regulations
and
Director
procedures Secretary,
(Irrigation) with Circular instructions As and
Define
D fi and
d adopt
d t Expenditure
E dit to
t be
b M/Agricultur
M/A i lt
Financial Senior and guide lines when
Management standards adopted in e, DCS
Management Management prepared, required
expenditure (Finance)
Con.. Team
managemen
t and this
ensures
uniform,
consistent
approach
within the
institution
Director Expenditure Secretary,

Maintain Up-dated Information on (Irrigation) Updated Financial Managemen M/Agricultur
Monthly
Recurrent and Capital Expenditures Accountant Statements prepared. t is e, DCS
(Irrigation) monitored (Finance)
Director
Expenditure Secretary,
((Irrigation)
g )
Updated progress Managemen M/Agricultur
Minimize cost overrun Deputy Directors Monthly
report prepared. t is e, DCS
(Irrigation)
monitored. (Finance)
Accountant
Director Expenditure Secretary,

(Irrigation) Financial Statements Managemen M/Agricultur
Ensure proper use of funds Quarterly
Accountant prepared. t is e, DCS
(Irrigation) monitored (Finance)
Director
(Irrigation) Secretary
Secretary,
Financial
Review of Recurrent and Capital Deputy Directors Expenditure Report M/Agricultur
performanc Monthly
Expenditure (Irrigation) prepared. e, DCS
e monitored
(I i i )
(Irrigation)
Director
Fi
Financial
i l
Review bank reconciliation, Advance Deputy Directors Monthly summary of M/Agricultur
performanc Monthly
to public officers and deposit account (Irrigation) accounts prepared. e, DCS
e monitored
(Irrigation)
Monitoring
Director
and
Expenditure
Deputy Directors Financial Reports Efficient use M/Agricultur
Review Maintain Financial discipline Regularly
(Irrigation) prepared. of funds e
(Monitor
Accountant DCS (Audit)
Implementati
(Irrigation)
on Progress)
P )
The staff
involved in
financial
managemen
Director
t are aware
(Irrigation)
General Treasury about the
Providing
g updated
p information about Deputy
p y Directors
Circulars and Inland latest
government policy on financial (Irrigation) - Regularly
Revenue Circulars development
management for implementation Accountant
circulated. s in govt.
(Irrigation)
policy and
thi ensures
this
prompt
implementat
ion.
Attained
l
clear
understandi
ng about
A summarized report provincial
describing the vital strategies
Director
Review provincial guidelines on points in the with regard
(Irrigation) with
formulation, implementation and provincial guide lines, to
Senior - Annually
coordination of plans for provincial to be considered while formulation,
M
Management t
service delivery preparing sectoral implementat
Team
service delivery plans ion and
prepared. coordination
of plans for
provincial
service
delivery .
Department
staff and
stockholders Secretary,
Director
clearly M/Agricultur
(Irrigation) with Statement of Service
Review Sectoral Service Delivery understood e, Deputy Review
Senior Delivery Responsibly
Responsibilities about their Chief annually
Management
g prepared.
p p
roles and Secretary
Team
responsibilit (Planning)
ies in service
delivery.
Attained
clear
understandi
Secretary,
Director Updated guidelines on ng about the
M/Agricultur
(Irrigation) with formulation of updated
Update guidelines on formulation of e,
Senior sectoral service criteria for Annually
sectoral service delivery plan Deputy Chief
Management delivery plan formulation
Secretary
Team prepared. of sectoral
(Planning)
service
delivery
plan.
Att i d
Attained
clear
understandi
Director ng about the
(Irrigation) with Medium-term Service priorities of Secretary,
Prepare Medium-term Service
Senior Delivery Plan work items M/Agricultur Annually
Delivery Plan
Management prepared. included in e
Service Team the Medium-
Medium
Delivery term service
(Includes delivery
Development Policy plan.
Programme Planning
& Service Frame work
& Service Frame work
Formulate
Implementati Attained
on Plans) clear
understandi
Director ng about the
(Irrigation) with Long - term Service priorities of Secretary,
Once in five
Prepare long term investment plan Senior Delivery Plan work items M/Agricultur
years
Management prepared. included in e
Team the Long-
term service
delivery
plan.
Department
al staff,
Stockholder
s and
Director beneficiaries
Annual Service
(Irrigation) with are aware Secretary,
Delivery Review
Prepare Annual Implementation Plan Senior about what M/Agricultur
Implementation Plan annually
M
Management t iis to
t be
b e
prepared.
Team delivered by
the
Department
p
for that
year.
Attained
clear
understandi
ng about
Plans, BOQ,
scope of
Estimate
Estimate,
work, time
Director Specification,
frame,
(Irrigation) with Invitation for bids, Before
Prepare Tender Documents resource -
Deputy Directors Instructions to inviting bids
requirement
(I i ti )
(Irrigation) bidd
bidders, C
Conditions
diti off
,
Contract, Agreement
department'
prepared.
s obligations
and
contractor's
obligations.
Each staff in
the
Director Department
Review by
(Irrigation) with A report giving the is aware
Secretary,
R i d
Review delegation
l i off functions
f i Senior
S i d
details
il off delegation
d l i about
b their
h i Annually
A ll
M/Agricultur
Management of functions prepared. authority
e
Team and
responsibilit
p
y.
Attained
clear
Director Understandi As and
Periodic meetings
Identify Stakeholders / Partners for (Irrigation) with ng about when
with Stakeholders
Development activities and create Senior Department - required
and partners
awareness Management and but at least
conducted.
d d
Team Stakeholder twice a year
s / Partner
expectation.
Provincial
Director Partner Planningg
Partnership
Formulate Stakeholder / Partner / (Irrigation) with working Committee Twice a
programme
Beneficiary working arrangements Deputy Directors arrangemen Project year
formulated.
(Irrigation) ts planned Coordinating
Committee
Allocation Provincial
Director of funds for Planning
Mobilize Resource Support for Project acceptance As and
(Irrigation) implementat Committee
financing Medium
Medium-term
term Service letter from the when
D
Deputyt Di
Directors
t i off
ion Project
P j t
delivery plan funding agency required
(Irrigation) project is Coordinating
confirmed. Committee
Contractor
and
Department
are
encouraged
Director
to show high Provincial
(Irrigation)
Deputy Directors
Coordinate
C di with
i h the
h ffunding
di agency / Cash
C h Flow
Fl Statement
S funding
f di C
Committee
i
(Irrigation) Monthly
Project for maintaining cash flow prepared. agency / Project
Accountant
(Irrigation)
release of
imprest
according to
the agreed
schedule.
Development
coordination Contractor
& Director and
Implementat (Irrigation) Department Secretary,
ion Deputy Directors are aware M/Agricultur As and
Award letter &
Coordinate with the contractor (Irrigation) their roles, e, when
Agreement prepared.
Accountant responsibilit Funding required
(Irrigation) ies, rights Agency
and
obligations.
Department
Staff,
Contractor
Meetingg Minutes and
describing Beneficiary
Director
recommendations or attained As and
Attend review meetings with (Irrigation)
suggestions or clear - when
contractors and beneficiaries Deputy Directors
solutions for the understandi required
(Irrigation)
problems discussed ng about the
prepared. status of
project
implementat
ion.
Implementa
tion of
Minutes of the project as
Director
meeting with per the As and
(Irrigation)
Review contract management contractor, log entry, terms and - when
Deputy Directors
Instruction letters to conditions required
(Irrigation)
contractor prepared. of
agreement is
ensured.
Clear
Development understandi
Programme ng is
& Service attained
Action plan for
Director about the
coordination and As and
Establish working arrangements with (Irrigation) working
integrity of activities - when
local government Deputy Directors arrangemen
with local government required
(Irrigation) ts with local
is prepared.
government
based on
reform
circulars.
A statement Good Secretary,
y,
Director
illustrating, progress M/Agricultur
Establish mechanism for progress (Irrigation) Review
methodologies to be review e,
review Deputy Directors annually
adopted to review the mechanism Funding
(Irrigation)
progress. agreed Agency
Department
Staff,
Stockholder
s and
Chief
Director Contractor
Secretary,
Review Implementation Status and (Irrigation) Updated Service clearly
NP. Quarterly,
Q y,
Update Service Delivery Deputy Directors Delivery understood
Secretary, Annually.
Implementation Plan (Irrigation) Implementation Plan the status of
M/Agricultur
implementat
e, NP.
ion and
agreed on
the revised
plan.
Attained
clear
understandi
Director Secretary,
ng about the
(Irrigation) M/Agricultur
actions to be
Monitor and review progress Deputy Directors Progress Reports e, Monthly
taken to
(Irrigation) Funding
eliminate
Agency
the factors
affecting
g the
Progress progress
Review and
Monitoring Attained
(Includes clear
l
Monitor understandi
Implementati ng about the
on; Review Director
time frame
P f
Performance)) Preparation of activity chart and cash (Irrigation) Activity Chart and of each Funding
Deputy Directors Monthly
flow statement Cash Flow Statement activity and Agency
(Irrigation)
amount of
monthly
imprest
requirement
.
Adoption of
design
standards
Director
and quality
(Irrigation) Laboratory test As and
of
Quality Control Deputy Directors reports - when
construction
(Irrigation) Inspection reports required
as per the
set
standards
are ensured.
Adoption of
design
standards
Director
and quality
(Irrigation) As and
Evaluation of
Evaluation of key process Deputy Directors - when
mechanism identified. construction
(Irrigation) required
as per the
set
standards
are ensured.
Part II of Activity Handbook –Provincial Director, Department of Agriculture (NP)

Complementa
ry Activities
& Co-
responsibilitie
s
Subject/Secto Activity Responsibility Achievements

r Processes
Who with Whom Time Frame
Category Key How Outputs Outcomes

processes
1. General Give
Leadership
Set Vision & Assist Secretary to define the culture & Provincial Director NPC vision and value Awareness District & Continuously
Management Values identity of NPC in respect of Agriculture with Secretary statements in respect of of NPC range officers
Agriculture System
Orientation
Apply NPC culture & identity in NPC value framework
agriculture sector/program strategies & for agriculture
operations program
Extend NPC identity & culture to Provincial Director NPC value framework Definition of District &
program relation with stakeholders with Deputy for stakeholder agriculture range officers
Director and Asst. relations sector
Director of program
Agriculture orientation
Define vision and values of Department Provincial Director Vision & value Stakeholder
with
ith Asst.
Asst Director statement for consens
consensuss on
of Agriculture Agriculture Dept NPC system
orientation
Provincial Director Awareness
with Asst. Director of
of Agriculture agriculture
sector
system
orientation
Define Assist Secretary to define the mission & Provincial Director Department mission Awareness District & Annually
Mission & goals of the Agriculture Department and Asst. Director and goal statements of range officers
G l
Goals off Agriculture
A i lt D
Department
t t
Mission &
Goals
Apply
pp y Agriculture
g mission & goals
g in Provincial Director Agriculture
g pprogram
g Definition of
agriculture sector programme strategy & with Deputy Mission and Goal agriculture
operations Director statement program
Mission &
Goals
Extend NPC mission & goals to and Asst. Director District &
agricultural programs in relation with of Agriculture range officers
stakeholders
Define mission and goals of Agricultural Provincial Director Mission and Goal Stakeholder
Department & sub units & Asst. Director of framework for consensus on
Agriculture stakeholder relations Department
Mission &
Goals
Provincial Director Mission and goal Awareness
& Asst. Director of statements of of
Agriculture Department & sub Department
units /Sub unit
Mission &
Goals
Motivation Create opportunities for collective action Provincial Director Best practices on Collective Provincial Continuously
through Deputy Group process action Director and
Director and Asst. delineated and adopted mobilized for Asst. Director
Director of achieving of Agriculture
Agriculture Department
Mission and
Goals
Facilitate Collective Action Provincial Director Best Practices on Stakeholders Segment AO Continuously
with Asst. Director Group Action understand Range AI
of Agriculture role and
responsibiliti
es
Mobilize Organize support for Department / Sub Provincial Director Program for canvassing Stakeholder Segment AO, When
Resources & units Mission & Goals with Asst. Director stakeholder support for Range AII required
S
Support off Agriculture
A i l contributions
ib i to D
Department
Department / Sub units /Sub units
Missions & Goals Mission &
Goals
Agriculture based
partnership policy
Agriculture programs
for exchange/ transfer
of knowledge/
technology
Create opportunities for sharing of Provincial Director Stakeholder
resources with Asst. Director partnerships
of Agriculture
Facilitate exchange/ transfer of Provincial Director Agricultural
knowledge/ technology with Deputy technology
Director and Asst. transfer &
Director of knowledge
Agriculture networking
arrangements
Mobilize
Support
National Conduct Agriculture Sector meetings Provincial Director Minutes of meetings Intra-sectoral Quarterly
Linkages with
ith Asst.
Asst Director circulated
circ lated complementa
of Agriculture rities of
activities
Implement activities on behalf of national Provincial Director Implementation Centre –

agencies (programmes, projects, activities with Deputy programmes and Province
& events) Director and Asst. reports partnership
Director of
Agriculture
Partner with Establish programme for promotion of Provincial Director NPC/Ministry/ line Role of District and Continuously
Private private sector in agricultural activities with Asst. Director Departments private private sector range officers
S t
Sector off Agriculture
A i lt sector
t ddevelopment
l t i agric
in i
agric. programmes development
in NP
Establish agricultural programmes for Provincial Director NPC public-private Opportunitie

partnership with the private sector for with Asst. Director sector partnership agric s for public-
provision of provincial services of Agriculture . programmes private sector
partnerships
in NP
development
Network Assist Secretary in convening NGO Provincial Director NGO/INGO Re-enforce District Quarterly
with consortium with Secretary agricultural NGO officers
INGO/NGO/ programmes reviewed partnership NGOs/INGOs/
Civil Society actions in GAA
agriculture
Enter into MOUs Provincial Director Partnership with Establish NGOs/INGOs/ Continuously
with Asst. Director NGOs/INGOs in NGO Segment AO
of Agriculture agricultural activities partnerships
in
agricultural
Access Establish formal/informal contact with Provincial Director Donor expression of Donor Donor Continuously
Donor donors interest development agencies
Support of
cooperation
Participate in project preparation Provincial Director Reports on Partnership Donor Continuously

negotiations with Asst. Director NPC/Ministry/ ine negotiations agencies
of Agriculture
g Departments
p on fruitful
commitments and
benefits
Validate MOU entered into by Provincial Director Issue of commitment Donor Donor
provincial/Ministry/ line Department with Asst.
Asst Director letters on behalf of the partnerships agencies/GAA
agencies of Agriculture Ministry Causes for established
delays/slippage
identified and corrected
Monitor and review pprogress

g of project
p j Continuouslyy
activities in agriculture
Provincial Director
with Accountant,
Accountant
& ADA(Hqrs)
Timely
utilization of
f d
funds
Project
Directors
Continuously
Manage
Performance
Define
Responsibilit
Delegation of Responsibility & job Provincial Director Job description charts Improved District & Annually
description with Asst. Director prepared performance range officers
of Agriculture standard
Establish Initiation of change

g management
g Provincial Director Streamlined service Effective Annually
y
Processes practices with Asst. Director process service
of Agriculture process
Set Defined work/ service responsibility Provincial Director Streamlined work Effective Support of the Annually
Procedures with Asst. Director work done in Chief
off Agriculture
A i l li
line with
ih S
Secretary
procedures
Standards of Application of 5 S system All Provincial Time management Work Annually

Conduct Director office standard
staff & Asst. improved
Director of
Agriculture
Set standard for work conduct
Oversee
Special
Institutions
Coordination
Liaising with Establish mobile Service public days and Provincial Director Close liaison with Developed Support from Continuously
the public personal visit with Asst. Director public improved public and other
of Agriculture personnel ministries and
rapport Departments
Image Highlighting success interventions in Provincial Director Presentation of Public Support from Continuously
Building mass media with Asst. Director successful awareness on other
of Agriculture interventions successful institutions
interventions
Implement Delegation of service responsibility Provincial Director Service responsibility Service Continuously
Devolution with Asst. Director frame work Decision responsibility
of Agriculture
g frame work circulated delegated
g
Define decision making frame work Decision

devolved to
line of
administratio
n
Mediate Discussion Groups Provincial Director Amicable solution Conflict Continuously
Conflicts with Asst. Director solved
of Agriculture
Handle Counseling Provincial Director Grievance Minimized Motivated Continuously

Grievances with Asst. Director Staff
of Agriculture
Manage
Information
Provide
agriculture
Information
Provide Establishment of Agricultural Provincial Director Required Agricultural Improved Support from Continuously
Access to Information management unit with Asst. Director information Agricultural other
Agricultural of Agriculture documented management institutions
Information information
system
Institutional Establishment of Agriculture Planning Agricultural Agricultural planning Resources Training

Development Resource Management Unit Provincial Director resource management effectively resource :
D li t
Delineate with
ith Department/
D t t/ unitit established
t bli h d utilized
tili d 1
1. MDTD
organizationa planning staff 2. Central
l action DOA
System 3. Industry
Delineate Establishment of HRM unit Provincial Director Relevant unit Better Support from Continuously
HRM System and HRM Staff established service other
rendered institutions
Capacity
Building and
Training
Enhance Conduct quality circle meeting Training Provincial Director Quality circle meetings Quality Support from Continuously
Knowledge Exposure visit with Provincial regularly held service other
and Skills, Director office rendered institutions
Orient staff and Asst.
attitudes Director of
Agriculture
Improve Discussion groups Provincial Director Systems and Better Continuously
systems & with Provincial procedures streamlined service
procedures Director office output
staff and Asst.
Director of
A i l
Agriculture
Comple
mentary
Activitie
s & Co-
Co
responsi
bilities
Subject/Secto Activity Responsibility Achievemen
rP
Processes tts
Time
Frame
Who with Whom
processes
2. Financial Budgeting Assess resource allocations based on Provincial Director Reliable Expenditure Financial Annually
local needs with Accountant estimate Manage
and Asst. Director produced ment
of Agriculture regulariz
ed by
accounta
t
nts
Management Allocate Regularized
resources
Define criteria for capital fund apportion Provincial Director Non bias
between the districts with Accountant fund
and Asst. Director apportion
of Agriculture between
districts
Assessment and recommendation of Provincial Director Capital Funds Annually

capital expenditure requirement & Accountant expenditure available
properly according to
allocated needs
Preparation of submission of department Provincial Director Financial Capital Annually
financial statement for approval with Accountant statement expenditure
approved
fully utilized
FR properly
maintained
Annually
E
Expenditure
dit Exercise
E i supervision
i i bbased
d on monthly
thl Provincial
P i i l Di
Director
t F
Fundsd Financial
Fi i l M
Monthly
thl
expenditure planning office Accountant utilized in management
and district time properly
Assistant Director maintained
Management Delegation of financial authority Provincial Director Funds Audit
Manage office Accountant released in queries
expenditure and district line with FR minimized
Assistant Director
Follow up tender procedure FR properly
maintained
Annually
Ensure cash flow to local units Provincial Director Funds Allocation Continuo
office Accountant released in fully utilized usly
and district time
Assistant Directors
Monthly
Budget Design a monitoring system for agric Provincial Director Monitoring Expenditure Annually
Monitoring Development activities service delivery and Accountant system properly
and designed utilized in
Expenditure time
Review
Monitor Procurement Provincial Director Procurement Procurement
Implementati and Accountant done in time done in time
on Progress efficiently
Conduct preview meeting to monitor Provincial Director Preview Financial Continuo
financial expenditure with Accountant meetings expenditure usly
and Asst. held effectively
Directors of regularly carried out
agriculture
A ti it Responsibility
Activity R ibilit A hi
Achievements
t C
Comple l
mentary
Activitie
s & Co-
responsi
bilities
Subject/Secto Time
r Processes Frame
Who with Whom
processes
3.Project Programme/ Preparation of Northern Agricultural Provincial Director Manual on agricultural All activities Segment Annually
Management Project Policy framework & strategy with Asst. Director policy framework & streamlined in level
of Planning of Agriculture strategy prepared accordance to officers
Development Policy
o cy g
agricultural should
Programmes Planning policy send their
Framework framework respectiv
e reports
about
their
segments
Formulate Preparation of annual implementation Asst. Director of Annual implementation Awareness on Segment Annually
Implementati plan Agriculture with plan prepared agricultural level
on plans range AI activities of officers
the current should
year send their
respectiv
e views
about
their
segments
Development DAC, DCC ,DRCC meetings to be GAA with local DAC, DCC, DRCC All Monthly
Coordination attended regularly
g y line department
p held regularly
g y and local agricultural
g
and heads heads attend without activities for
partnership fail the district
Coordinate stream lined
with
Government
agencies
PTWG Meeting
M i C
Conduct
d PTWG Provincial
P i i l DOA staff
ff Remedy
R d to
meeting regular & central DOA staff, current field
university&, problems
sector board,,
corporation staff
Crop Coordinator meeting Attend crop Researchers & Field Research

coordinator extension staff problems for oriented
meeting regularly research towards
prioritized
Agricultural Revenue meeting Attend Central DOA & Seasonal
Agricultural meeting civil report
revenue meetings, provincial meeting &
seasonal dept.
conference regular
g
Agricultural Exhibition Holding Provincial Ministry & Provincial
Agricultural sector departments agricultural
Exhibition techniques
displayed
Provincial Director Coordination Attend Provincial Central DOA & Remedies to Annually
meeting Directors Provincial Directors common
coordination issues
meeting
Special meeting Attend special Central DOA & PD To address
meetings current
c rrent
conducted by the special urgent
central DOA issues
meeting
conducted by
control DOA
Coordinate and integrate programmes of Local line Good coordination Agricultural
local authority departments with with local authority activities with
local authority local authority
staff streamlined
Evolve private sector participation Provincial Director Private sector Strain on Continuo
with
ith local
l l hheads
d participation
ti i ti promoted
t d governmentt usly
l
and district heads resources
reduced
Progress
og ess Establish accountabilityy & responsibility
p y Provincial Director Accountabilityy & Agricultural
g Annuallyy
Review and in programme implementation & Asst. Director of responsibility programmes
Monitoring Agriculture established efficiently
Monitor carried out
Implementati
on
Review Set standard for professional performance Provincial Director Standards for Quality Continuo
performance & Asst. Director professional maintained in usly
of Agriculture Performance agricultural
established programmes
ry
Activities &
Co
Category Key Process How Who with Whom Outputs Outcomes Responsibilit
y
1. General Provide Set Vision Commissioner/ Vision Statement Awareness Review by NP As early as
Leadership
i S i S
Senior Staff
ff off S
Secretaries
i possible
ibl
Departmental Committee
system
orientation
Assess Organizational Commissioner/ Value statement of the Awareness Review by NP As soon as
Management Senior Staff Department of system Secretaries possible and
orientation Review
Environment and Define values of the created Committee Annually
Department
Apply NPC Culture and identity Commissioner/ NPC value frame work Definition of Review by As soon as
programme strategy operation Senior Staff for programme programme Secretary, possible and
orientation M/Rehabilitati Review
on & Annually
Reconstructio
n, NP
Define Mission and Goals Commissioner/ Mission and Goals Awareness Annually
Senior Staff statement among
stakeholders
what
h t will
ill the
th
department
do
Formulation of S g
Strategies C
Commissioner/ S
Strategy
gy statement Priorityy Annuallyy
Senior Staff action
identified for
the
department
and Region
Identity key success factors and Commissioner/ Performance indicator Good Review by the As early as
indicators Senior Staff statement Performance Secretary/PPA possible
agreed Annual
Review
Senior Staff Meetings performance Secretary,
and M/Rehabilitati
identified on &
future action Reconstructio
n NP
n,
Establish Learning Environment Commissioner/ Statement of Better Continues
Senior Staff Departmental performance Process
Develop Team sprit Commissioner/ Working collectively Better Co
Co- Review by Continues
Senior Staff operation Secretary/
assured Rehabilitation Process
Motivate and Create opportunity for collective action Commissioner/ Best practices on Collective Review by Annually
inspire Senior Staff Group action adopted action to Secretary/
achieve Rehabilitation
better results Reconstructio
adapted n
ry
Activities &
Co
y
General Motivate and Facilitate collective action Commissioner/ Best Practices on All parties Review by Annually
i
inspire
i S i S
Senior Staff
ff G
Group action
i understand
d d Secretary/Reh
S /R h
responsibiliti abilitation &
es Reconstructio
n, NP
Management Mobilize Identify the Stakeholders Commissioner/ Stakeholders are Stakeholders Review by Annually
support Senior Staff identified support Secretary,
M/Rehabilitati
on &
Reconstructio
Institutional Review Department function and Commissioner/ Updated organization Clarity of Continues
Development organizational structure Accountant and structure Departmental Process
Review delegation of functions Commissioner/ Power and functions Responsibilit Annually
Accountant are delegated y fixed on
officers
Re- issue of circulars Commissioner/ Updated Department Staff aware Continues
Accountant/AO circulars of the Process
Adopt/Review Department rules Commissioner/ Rules of the Streamline Continues
Accountant/AO Organization organizationa Process
Formulation Succession plan Commissioner/ Succession plan Improved Continues
Accountant/AO statement performance Process
Assess Cadre requirement of Department Commissioner Statement of staff Ready to Review by As soon as
requirement request staff Secretary, possible and
on & annually
Reconstructio
n NP Deputy
n,
Chief
Secretary
(Planning)
Filling Cadre Vacancies Commissioner/ Application to fill Vacancies Review by Continues
AO vacancies are informed Secretary, Process
Prepare Application for approval of cadre Commissioner/ FR 71 Applications Ready to Review by Monthly
AO prepared obtain Secretary
Secretary,
approval to M/Rehabilitati
create cadre on &
Reconstructio
n NP
n,
Review status of office equipment Commissioner/ Board of Survey Facilitate Review by Annually
/vehicles/ Machineries /Faxed and Acct. reports action for Secretary,
movable assets p
disposal M/Rehabilitati
/write on &
off/repair Reconstructio
/procurement n, NP
Performance Define service Delivery performance Commissioner/ Service Delivery Accountabilit Review by Bi-annually
standards AO Performance assessed y in service Secretary,
delivery M/Rehabilitati
performance on &
Reconstructio
n, NP
ry
Activities &
C
Co
y
General Performance Define Departmental expectation from all Commissioner/ Letters and Meetings Staff aware - As soon as
individual staff AO/Acct. of what is to possible and
be done reviewed
annually
Management Prescribe Milestones Benchmarks and Commissioner/ Quarterly assessment Measured - Quarterly
output indicators AO/Acct. report performance

Preparation of Activity Chart and Duties Commissioner/ Activity chart and duty
Responsibilit - Annually
Lists of all staff. Senior Staff list to all officers ies fixed on
all officers
Facilitate exchange of knowledge Commissioner. Technology and Better MDTD
knowledge transferred Performance
Motivate subordinates Commissioner Commendation Create Annually
Environment
i
for better
performance
Establish performance appraisal system Commissioner/ Appraisal System Better Secretary, Annually.
Senior Staff performance M/Rehabilitati
of staff on &
Reconstructio
n NP
n,
Establish staff supervision Commissioner/ Staff supervision Better Continuous
Senior Staff system control of process
staff
Staff Conduct disciplinary inquires and make Commissioner Disciplinary inquiry Offenders Secretary, As and when
Discipline orders reports punished and M/Rehabilitati required.
discipline is on &
maintained Reconstructio
n, NP
Coordination Conduct regular staff meeting Commissioner. Meeting Decisions Stakeholders Monthly
contribution
t ib ti
to solve
problem and
issues
Attend/central Ministry coordination Commissioner. Minutes of meeting Central
meeting province
partnership
support from
central
Report to appropriate authorities in any Commissioner/ List of key Support at an
emergencies District Officers
organization to the Emergency
informed
Information Collect information establish and Commissioner/ Information required Facilitate Continues
Management maintain MIS Accountant/POs for organization Development Process
ry
Activities &
Co
C
Category Key Process How Who with
i Whom Outputs
O Outcomes
O Responsibilit
i ii
y
General Information Provide information to public Commissioner/ Periodical Report Public aware Continues
Management Management Accountant/POs activities of Process
the
Department
Capacity Provide updated information and Commissioner/ Improved skill and Performance MDTD Continues
Building exchange the knowledge and skill of Accountant/AO knowledge improvement Process
Provide facilities to employees in career Commissioner/ Improved skill and Availability MDTD/SLID Continues
development Accountant/AO knowledge of staff for A Process
Provide Training
g in office automation Commissioner/ Improved
p skill Performance Chief Continues
Accountant/AO improvement Secretary/Secr Process
Provide opportunities for foreign Commissioner Development of skill Increased Chief When ever
professional training and knowledge performance Secretary/Secr Opportunity
of staff etary PPA comes
Financial Budgeting Assess Medium-term demand for service Commissioner/ Medium term focast of Medium term Review by Annually
Management provided by the Department Accountant resource need perspective DCS(Finance)
on resource
requirement
i t
Assess review capital and recurrent Commissioner/ Annual forecast of clarity in DCS Finance Annually
expenditure needs Accountant capital and recurrent capital and
expenditure need recurrent
expenditure
need
Assess financial need and prepare annual Commissioner
Commissioner, Annual budget Clarity in Deputy Chief Annually.
Annually
Budget Senior staff expenditure Secretary
Accountant priorities and (Finance)
purposes
Prepare statement of Annual imprest Commissioner/ Annual imprest Clarity in DCS Finance Annually
requirement Accountant requisition expenditure
priorities and
needs
Prepare monthly imprest statement Commissioner/ Monthly flash report Receipt of Deputy Chief Monthly
Accountant imprest for Secretary
the months finance
Expenditure Establish financial management system Commissioner/ Established financial Improved Deputy Chief Annually
Management Accountant management system financial Secretary
control Finance
Establidh /review financial management Commissioner/ Statement of financial Understandin DCS finance Annually
delegation within departemtn Accountant delegation g of the
financial
Establish good procurement practices Commissioner/ Established Accountabilit S/RR Annually
Accountant Procurement Practice y and (Finance)
transparency
Constitute procurement committee Commissioner/ Approved Procurement Streamline Review by Annually
Accountant committee procurement DCS (Finance)

ry
Activities &
Co
y
Financial Expenditure Re iissue circular
i l iinstructions
i and
d Commissioner/
i i / Re iissuedd circulars
i l Director
i and
d Secretary As andd when
h
Management Management guidelines Accountant AO PPA/DCS(Fin required
knowledgeab ance)
le on
accounts
matters
Maintain up-dated information or Commissioner/ Votes Ledger & Efficient DCS (Finance) Continuous
recurrent and capital expenditure Accountant financial Statements management process
of funds
Ensure proper use of funds Commissioner/ Votes Ledger financial Achievement Annually
Accountant statements of financial Deputy Chief
target Secretary
Finance
Appropriatio Prepare Annual Accounts statement Commissioner/ Annual Account Annual DCS(Finance)
n Accounts Accountant statement income and
expenditure
accounted
Monitoring Review capital and recurrent expenditure Commissioner/ Expenditure Report Financial DCS(Finance) Continues
and
d Accountant
A performance
f P
Process
expenditure Review bank reconciliation advance Commissioner/ Monthly financial Better Monthly
review account activity advance to public Accountant statement control over
p
officers and deposit account. funds
Maintain financial discipline Commissioner/ Internal Audit report Efficient use Periodically
Accountant of funds
Update information on general treasury Commissioner/ Updated information Financial Secretary Annually
circulars inland revenue circulars for Accountant on financial discipline discipline is PPA/DCS
implementation. maintained (Finance)
Development Service Reviews provincial guidelines on Commissioner/ Update guidelines for Coherence is Chief Annually
Programme Delivery formulation implementation and Accountant service delivery service Secretary/DCS
& Service coordination of plans for Provincial delivery (Planning)
service Delivery
Review sect oral service delivery Commissioner/ Service delivery Clarity in Secretary Annually
responsibility Accountant responsibility service Reconstructio
delivery n
responsibility Rehabilitation
ry
Activities &
Co
y
Development Service Update Guidelines on formulation of sect Commissioner/ Updated guidelines for Efficiency in Secretary Annually
Programme Delivery oral service delivery plan Accountant Service delivery delivery o Rehabilitation
& Service service Reconstructio
n
Prepare medium term service delivery Commissioner/ Medium term service Medium term DCS Annually
plan Accountant delivery plan service (Planning)
delivery is
prioritized
Prepare Annual implementation plan Commissioner/ Annual implementation Annual DCS Annually
Accountant plan Service (Planning
delivery
Prioritized
Review delegation of functions Commissioner/ Statement of delegation Responsibilit Annually
A
Accountant off ffunctions
i y on officers
ffi
in fixed
Development Mobilize resource support for financing Commissioner/ Allocation of funds by Funds for DCS Annually
medium term service delivery plan
coordination medium-term Accountant Provincial treasury investment (Planning
Obtain Follow up procurement procedure Commissioner/ Procurement Streamlined DCS Annually

service for Accountant committee decision (Planning
Development
Monitoring obtaining Progress report and conduct Commissioner/ Rights & meeting & Timely DCS Monthly &
Progress review meetings Accountant minutes completion (Planning Quarterly
Progress Review implementation status and update Commissioner/ Progress and status Service DCS Quarterly
Review service delivery improvement plan Accountant report delivery is (Planning
improved
updated
Legal Register Children home & Day Care Commissioner/ Registered homes Streamlined DSS/POs Continuous
Services Centers AO Service Process
organizations
Service to Assisting
i i Children
hild Homes Commissioner/Pro
i i / Annuall payments to Orphan
h DSS Annually
ll
Children bation Officer orphanage homes children are
assisted
Support to maintain children home Commissioner/Pro Financial Assistance Inmates are DSS Annually
building bation Officer for building provided
maintenance & with better
Furniture accommodati
on facilities
Assistance to Day Care centers Commissioner POs Financial assistance Children DSS Monthly
under 5 year
are benefited
Payment of fit persons allowance & Commissioner/AO Financial Assistance to Underprivile DSS/POs Continuous
multiples allowance /Acct. needy ged Children process
are assisted
Rehabilitatio Maintenance of Certified school Commissioner A School for under Minors DSS/ Continuous
n of young Principal/PO aged offender committed Probation process
offenders conference Officer district
are Judge/Magistr
rehabilitated
h bilit t d ate
t
ry
Activities &
Co
y
Development Rehabilitatio Maintenance of state receiving home Commissioner/Mat A place for unclaimed Unclaimed Probation Continuous
Programme n of orphan ron/Staff children below 5 years children are officer District process
& Service children maintained Judge
till foster /Magistrate
parents are
found or
admitted to
homes
Project child Prosecute people valuating & child Commissioner/Pro Cases at District Children are District As and when
rights
i ht rights
i ht b ti officer
bation ffi M i t t courts
Magistrate t protected
t t d JJudges/Magist
d /M i t necessarily
il
from refusal rates occur
of their rights
Ministry of Rehabilitation
Action / Responsibilities Achievement Complimenta Acti
Key ry Categor Key
Category Time Frame
Process How Who with whom Output Outcome Responsibilit y Process How
y / Co-
Set vision Secretary with Vision Statement Long term Chief As soon as Set
Senior Goal known Secretary possible vision
Management
Assess Organisational Environment and Secretary with Organizational value Shared Chief As soon as Assess
define values Senior statement orientation Secretary possible and Organisat
Management review ional
annually Environ
ment and
define
values
Apply NPC culture and identity Secretary with Culture and identity Attained Chief Throughout Apply
Senior statement related to clear Secretary the year NPC
Management values methodology understandin culture
regarding orientation g about the and
practices. traditional identity
Values
Methodology
regarding
orientation
and
agricultural
practices
Define mission and Goals Secretary with Mission Statement Ministry Chief As soon as Define
Senior Role & Secretary possible and mission
Management performance review and
Leader
Leader Ship known annually Goals
Ship
Formulate strategies Secretary with Strategy statement Priority Chief As soon as Formulat
Genenra
Senior actions set Secretary possible and e
Genenral l
Management
g review strategies
g
Management Manage
annually
ment
Define key success factors and indicators Secretary with Organization’ss

Organization Good Chief As soon as Define
Senior performance indicators performance Secretary possible and key
Management identified review success
annually factors
andd
indicator
s
Give feedback to staff Secretary with Situation updated to Better - As and when Give
Senior staff working required feedback
Management environment to staff
Establish Learning Environment. Secretary with Enhanced knowledge Better - As and when Establish
Senior performance required Learning
Management Environ
ment.
Develop team sprit Secretary with Best practices on group Better - Throughout Develop
Senior action develop performance the year team
Management & sprit
corporation
Create opportunity for collective action Secretary with Working collectively Better Regularly Create
Senior performance opportuni
Management & ty for
corporation collective
Motivate action
Motivate and
and
inspire
i i F ilit t collective
Facilitate ll ti action
ti S
Secretary
t with
ith W ki collectively
Working ll ti l B
Better
tt As andd when
A h F
Facilitate
ilit t
inspire
Senior performance required collective
Management & action
corporation
p
Identify stakeholders and partners Secretary with Stakeholder and Stakeholder, Chief Anually Identify
Senior partner identified Partner Secretary stakehold
Management support ers and
could be partners
planned
Mobilise Foemulate stakcholders / partners Secretary with Working arrangement Better Review by Anually Mobilise Foemulat
Support working arrangement Senior identfixt understandin Chief Support e
Management g and Secretary stakchold
working ers /
enviroment partners
working
arrangem
ent
Review human resource requirement Secretary with Cadre revision / Manpower Review by Annually Review
Senior ad
ad-hoc
hoc staff requirement
req irement Secretary,
Secretar hhuman
man
Management requirement known identified PPA & Chief resource
Secretary requirem
ent
Review status of office Equipment / Secretary with Review of assets Requirement Review by Annually Review
Mobilise
Mobilise vehicles / machineries / fixed and Senior position identified Secretary status of
Resourc
Resource movable assets Management and asset office
e
position Equipme
updated nt /
vehicles /
machiner
ies /
fixed and
movable
bl
assets
Define service delivery performance Secretary with Required standard Stakcholders As soon as Define
standards Senior defined know the possible and service
Management Service review delivery
delivery annually performa
standards nce
standards
t d d
Define performance Appraisal scheme Secretary with Employees - Genenra Define
Genenral Senior know the l performa
Management Management Service Manage nce
delivery ment Appraisal
standards scheme
Define the organizational and individual Secretary with Expectations identified Ministry & - As soon as Define
expectation Senior Department possible and the
Management staff aware review organizat
what to be annually ional and
delivered individua
l
expectati
on
Define benchmarks and milestones Secretary with Quarterly assessment Performance - Annually Define
Senior reports known benchma
Manage
Manage Management rks and
perform
performance milestone
ance s
P
Prepare responsibility
ibilit chart
h t and
d dduty
t li
listt S
Secretary
t with
ith Responsibility
R ibilit chart
h t St
Stakeholders
k h ld R i bby
Review As soon as
A P
Prepare
Senior and duty list prepared understand Secretary possible and responsib
Management role and review ility chart
responsibiliti
p annually
y and dutyy
es list
Introduce facilitate & change establish Secretary with Reengineering Better As and when Introduce
management practices Senior performance required facilitate
Management & change
establish
managem
ent
practices
Motivate subordinates Secretary with Good performance Stakeholder Regularly Motivate
Senior with dedication consensus on subordin
Management Ministry ates
Mission &
Goals
Image building Secretary with Good performance Stakeholder Regularly Image

Senior with dedication consensus on building
M
Management t Mi i t
Ministry
Mission &
Goals
Assess service delivery performance Secretary with Quarterly meeting Performance - Quarterly Assess
Senior reports known service
Management delivery
performa
nce
Monitor procurements Secretary with Circulars, instructions Transparent NPA, As and when Monitor
Manage
M
Manage S i
Senior anddP
Procurement G Guide
id uniform
if P i i l
Provincial required
i d procurem
perform
performance Management lines system procurement ents
ance
cell
Contract Manangement system Secretary with Circulars, instructions Transparent

Circulars NPA,
NPA As and when Contract
Senior and Procurement Guide uniform Provincial required Manange
Management lines system procurement ment
cell system
Esrablish / Participate in inter - agency Secretary with Reports on Better Regularly Esrablish
coordination Arrangements at Provincial Senior coordination meetings relationship /
and Department Level Management at Provincial & reduction of Participat
Department Level gaps and e in inter -
avoid agency
duplications coordinat
ion
Arrange
Genenra ments at
Genenral l Provincia
Management Manage l and
ment Departm
ent Level
Establish /Conduct periodic meetings Secretary with Reports on Understandin - Quarterly Establish
with beneficiaries/clients Senior Beneficiary/Client g of /Conduct
Management problems Beneficiary/c periodic
lient meetings
problems with
beneficia
ries/clien
ts
Establish/Conduct regular staff meetings Secretary with Meeting minutes Better - Quarterly Establish
Senior performance /monthly /Conduct
Coordination Management
g oordinatioregular
g
staff
meetings
Assist to implement national level Secretary with A report describing the Proper Review by As and when Assist to
programmes and activities Senior actions needs to be implementati Secretaries required impleme
Management taken to ensure proper on of committee nt
implementation of National national
national level level level
programmes and programmes program
activities and officers and activities mes and
responsible for each are ensured. activities
action.
Coordination Report to appropriate authorities in any Secretary with Problems reported Support from Review by As and when Coordina Report to
emergencies Senior management Chief required appropria
Management
g Secretary
y te
authoritie
s in any
emergenc
ies
Identify information needs and establish Secretary with Periodic reports on Facilittate Chief As and when Identify
MIS Senior inputs and outputs review of Secretary required informati
Management relavant for performance on needs
performance and
establish
MIS
Provide
P id iinformation
f ti tot Partners
P t / Secretary
S t with
ith Periodic
P i di reportst Partners/Stak
P t /St k Chief
Chi f H lf yearly
Half l Provide
P id
Stakeholders Senior Partners / Stakeholders eholders Secretary informati
Management aware of on to
Ministry Partners /
activities Stakehol
ders
Provide Information to Beneficiaries Secretary with Periodic report Beneficiaries Chief Half yearly Provide
Manage
Manage /Client Senior Beneficiaries /Client /Client aware Secretary Informati
informat
information Management of Ministry on to
ion
activities Beneficia
ries
/Client
Maintaining database and updating Secretary with Progress reports Improved Chief Monthly Maintaini
pphysical
y pprogress
g of work Senior pprogress
g Secretary
y ngg
Management database
Genenra and
Genenral l updating
Management Manage physical
ment progress
of work
Provide information to stakeholders and Secretary with Availability of reports Better - As and when Provide
partners S
Senior
i performance
f required
i d iinformati
f i
Management on to
stakehold
ers and
partners
Review Ministry functions and Secretary with Updated Department Clarity of Chief As soon as Review
organizational structure Senior organization functions departmental Secretary possible and Ministry
Management and structure functions. review once functions
in three years and
organizat
ional
structure
Review delegation of functions Secretary with Statement of Each staff in Review by Review Review
Senior Delegation at different the Ministry
Ministr Chief annually
ann all delegatio
Management level fixed is aware Secretary n of
about their Instituti functions
Institutional authority and onal
development responsibility develop
. ment
Issue circular instructions and guide lines Secretary with Instructions and Activities Chief As and when Issue
S i
Senior guidance
id given
i streamlined
t li d S
Secretary
t required
i d circular
i l
Management instructio
ns and
guide
lines
Adopt/review Ministry rules Secretary with Ministry Rules, Each staff in Chief As soon as Adopt/re
Senior Circular instructions the Ministry Secretary possible and view
Management and guide lines is aware review Ministry
about the annually rules
rules,
regulations
and
procedures to
be adopted in
attending
administratio
n matters and
this ensures
uniform,
uniform
consistent
approach
within the
institution Instituti
Institutional onal
development develop
ment
Establish staff supervision and appraisal Secretary with Staff supervision and Better Chief As soon as Establish
Senior appraisal system internal Secretary possible and staff
Management control review supervisi
annually on and
appraisal
Formulate succession plan Secretary with Succession plan Improved Chief As and when Formulat
Senior statement organizationa Secretary required e
Management l successio
performance n plan
Genenra
Genenral l
Management Manage
Provide updated information and enhance Secretary, Head of Skill Development Improvement MDTD, Throughout Provide
ment
the knowledge and skills of employees Departments & of SLIDA the year updated
Senior performance when informati
management Team opportunity on and
arises enhance
the
knowled
ge andd
skills of
employee
s
Provide facilities to employees in career Secretary, Head of Skill Development Improvement Review by when Provide
development Departments & of MDTD and opportunity facilities
Senior performance Secretary, arises to
managementt TTeam M/P bli
M/Public employee
l
Administration s in
career
Capacity
p y y develop
Capacity
p
building building ment
Provide training in office automation Secretary, Head of Skill Development Improvement MDTD when Provide
Departments & of opportunity training
Senior performance arises in office
management Team automati
on
Provide opportunities for local/foreign Secretary, Head of Professional exposure Improvement Secretary & when Provide
professional training. Departments & of Chief opportunity opportuni
Senior performance Secretary arises ties for
management Team local/fore
ign
professio
nal
training.
Assess Medium-term demand for service Secretary, Head of Medium term forecast Clarity in Chief Annually Assess
pro ided by
provided b the Ministry
Ministr Departments & medi
mediumm term Secretary,
Secretar Medium-
Medi m
Senior requirement. DCS(F), DCS term
management Team (P) Financia demand
Financial l Budgetin for
Budgeting
g g
Management Manage g service
ment provided
by the
Ministryy
Assess/review recurrent expenditure Secretary with Recurrent needs Clarity in DCS(F), Annually Assess/re
needs Senior identified recurrent view
Management expenditure recurrent
needs
d expendit
dit
ure needs
Preparation
p of Ministryy & Departmental
p Secretary,
y, Head of Budget
g book Clarityy in Chief Annuallyy Preparati
p
Budget Departments & expenditure Secretary, on of
Senior priorities and DCS(F), DCS Ministry
management Team purpose (P) &
Departm
Budgetin ental
Budgeting Budget
g
Prepare documents for obtaining Secretary, Head of Project proposals, Improved Annually Prepare
allocation of funds for development Departments & Works Estimates development. documen
activities Senior ts for
management Team obtaining
allocatio
n of
funds for
develop
ment
activities
Establish Financial Control t system Secretary with Financial control Improved Chief As soon as Establish
Senior system document Financial Secretary, possible and Financial
Management Control DCS(F) review Control t
annually system
Estabilish / review financial management Secretary,

Secretary Chief Delegation statement Improved Secretary Annually Estabilis
delegation within department Accountant organizationa h/
l review
performance Financia financial
Financial l managem
Management Manage ent
ment delegatio
n within
departme
Estabilish good Procurement practices Secretary, Head of Procurment committee, Good Procument cell As soon as Estabilis
Departments & TEC reports, no audit financial DCS(F) possible and h good
Senior quarries management review Procurem
management Team annually ent
practices
Expendit
Expenditure ure
Management Manage
Management Manage
Constitute Procurement Boards Secretary PC established System Chief Annually Constitut
ment
requirement Secretary e
and Procurem
transparency ent
in Boards
procurement
Issue circular instructions and guide lines Secretary, Chief Clarity established Improved As and when Issue
Accountant Financial required circular
Control instructio
ns and
guide
lines
Maintain up-dated information on Chief Accountant Expenditure statements Improved Throughout Maintain
recurrent and capital expenditure Financial the year up-dated
Control informati
on on
recurrent
and
capital
expendit
ure
Minimize cost overrun Secretary, Chief Updated progress Improved - Monthly Minimize
Accountant reports
p pperformance cost
& task overrun
achievement
Expendit
Expenditure ure
Management Ensure proper use of funds Secretary, Chief Financial statements Improved - Monthly Manage Ensure
Accountant performance ment proper
& task
k use off
achievement funds
Review capital and recurrent expenditure Secretary, Head of Monthly expenditure Financial DCS (F) Monthly Review
Departments & reports performance capital
Senior monitored. and
management Team recurrent
expendit
ure
Review Bank Reconciliation, Advance Secretary, Chief Monthly position Better - Monthly Review
Acco nt acti
Account activity,
it Advance
Ad ance to public
p blic Acco ntant
Accountant kno n
known financial Bank
officers and Deposit account. control. Reconcili
ation,
Financia Advance
Financial l Account
Management Manage activity,
ment Advance
to ppublic
officers
and
Monitori Deposit
Monitoring
ng and account.
account
and
d
expendit
expenditure Maintain financial discipline Secretary, Chief Less Audit clarification Better - Throughout Maintain
ure
review Accountant Financial the year financial
review
performance
p discipline
p
Update information on General Treasury Secretary, Chief Updated financial Better Monthly Update
circulars and Inland Revenue circulars Accountant management Financial informati
for implementation performance on on
General
Treasury
circulars
and
Inland
Revenue
circulars
for
impleme
ntation
Review audit clarifications Secretary, Chief Updated audit Better Chief Monthly Review
Accountant statements financial Secretary audit
discipline clarificati
ons
Development Service Review provincial guidelines on Secretary, Head of Strategy statement Priority Secretary, Annually Develop Service Review
Programme Delivery formulation , implementation, and Departments & actions set DCS (P) ment Delivery provincia
& Service coordination of plans for provincial Senior Program l
service
i delivery
d li managementt Team
T me & guideline
id li
Service s on
formulati
on ,
impleme
ntation,
and
coordinat
ion of
plans for
provincia
l service
delivery
Update guideline on formulation of Secretary, Head of Updated sectoral guide Clarity in Secretary, As soon as Update
sectoral service delivery plan Departments & lines responsibility DCS (P) possible and guideline
Senior review on
management Team annually formulati
on of
sectoral
service
delivery
plan
Review
R i Sectoral
S t l service
i delivery
d li Secretary,
S t Head
H d off Identified
Id tifi d Clarity
Cl it in
i S
Secretary,
t As soon as
A Review
R i
responsibility Departments & responsibilitiew role and DCS (P) possible and Sectoral
Senior responsibility review service
management Team annually delivery
responsib
ility
Prepare Medium Term service delivery Secretary, Head of MDP identified Priorities Secretary, As soon as Prepare
plan Departments & identified DCS (P) possible and Medium
Senior review Term
managementt Team
T annually
ll service
i
delivery
Service Service plan
Delivery
y Delivery
y
Prepare long term investment plan Secretary, Head of Long term plan Priorities Secretary, As soon as Prepare
Departments & identified identified DCS (P) possible and long term
Senior review investme
management Team annually nt plan
Prepare annual implementation plan Secretary, Head of Annual plan identified Delivery Secretary, Annually Develop Prepare
Development
p Departments & target DCS (P) ment annual
Programme Senior identified Program impleme
& Service management Team me & ntation
Service plan
Review delegation of functions Secretary with Responsibility fixed Better Annually Review
Senior
S i performance
f ddelegatio
l ti
Management n of
functions
Mobilize Resource Support for financing Secretary Partner /Stakeholder Resource Chief Annually Mobilize
Medium-term Service delivery plan support programme support Secretary, Resource
commitment DCS Planning Support
for
financing
Medium-
term
Service
delivery
plan
Coordinate with the client for Secretaryy Smooth cash flow Smooth Chief Throughout
g Coordina
Develop
D l
maintaining cash flow ensured running of Secretary, the year te with
Development ment
project DCS (F) the client
coordination coordina
for
tion
maintaini
ng cash
flow
Attend sectoral review meetings Secretary Updated progress Improved Chief Monthly Attend
reports performance Secretary sectoral
review
meetings
Review project management Secretary Bottlenecks identified Improved - Quarterly Review
performance project
managem
ent
Review implementation status and update Secretary with Reports on the status of Better Quarterly/ Review
service delivery improvement plan Senior service delivery performance annually impleme
Management ntation
status
and
update
service
delivery
improve
De elop
Develop
Progress ment
Development Progress ment
review & plan
Programme review & Program
Conduct review meetings Secretary with Progress reports, constraints Stakeholders Once in two monitori Conduct
& Service monitoring me &
Senior meeting minutes identified months ng review
Service
Management and cleared meetings
Preparation
P i off activity
i i chart
h and
d cash
h Secretary with
S ih A i i bbar chart
Activity h P
Proper S k h ld
Stakeholders R
Regularly
l l P
Preparatii
flow statement Senior contract on of
Management management activity
chart and
cash flow
statement
Department of Social Services,

Services NPC.
NPC
Complimenta
Responsibilit
y / Co-
Category Key Process How Who with whom Output Outcome responsibility Time Frame
1. General Provide Set Vision Director (Social Vision Statement Awareness Review by NP As early as
Management Leadership Welfare) Senior of Secretaries possible
Staff Departmental Committee
system
orientation
Assess Organizational Director (Social Value statement of the Awareness Review by NP As soon as
Welfare) Senior Department of system Secretaries possible and
Staff orientation Review
Annually
Environment and Define values of the Committee
Department
Apply NPC Culture and identity Director (Social NPC value frame work Definition of Review by As soon as
programme strategy operation Welfare) Senior for programme programme Secretary, possible and
Staff orientation M/Rehabilitati Review
on & Annually
Reconstructio
n,, NP
Define Mission and Goals Director (Social Mission and Goals Awareness Annually
Welfare) Senior statement among
Staff stakeholders
what will the
department
do
g
Formulation of Strategies Director ((Social gy statement
Strategy y
Priority y
Annually
Welfare) Senior action
Staff identified for
the
department
and Region
Identity key success factors and Director (Social Performance indicator Good Review by the As early as
indicators Welfare) Senior statement Performance Secretary/RR possible
S ff
Staff agreed
d A
Annuall
Review
Give feedback to staff Director (Social Quarterly Review Reviewed Review by Continuous
Welfare) Senior Meetings performance Secretary, Process
Staff and M/Rehabilitati
identified on &
n, NP
Establish Learning Environment Director (Social Statement of Better Continuous
Welfare) Senior Departmental performance Process
Staff Activities
Complimenta
Responsibilit
y / Co-
General Provide Develop Team sprit Director (Social Working collectively Better Co- Review by Continuous
Management Leadership Welfare) with operation Secretary/ Process
Assured
Motivate and Create opportunity for collective action Director (Social Best practices on Collective Review by Annually
inspire Welfare) with Group action adopted action to Secretary/
Asst. Director, AO achieve Rehabilitation
b tt results
better lt Reconstructio
R t ti
adapted n
Facilitate collective action Director (Social Best Practices on All parties Review by Annually
Welfare) with AO Group action understand Secretary/Reh
the abilitation &
responsibiliti Reconstructio
es n, NP
Mobilize
M bili Id tif the
Identify th Stakeholders
St k h ld Di t
Director Stakeholders
St k h ld are Stakeholders
St k h ld Review
R i byb A
Annually
ll
support identified support is Secretary,
assured M/Rehabilitati
on &
Reconstructio
Senior staff
Formulate Stakeholders and Partners Director (Social Collective Programme Stakeholders/ Review by Monthly &
working arrangements Welfare) partner Secretary, yearly
support is M/Rehabilitati
assured on &
Reconstructio
n, NP
Institutional Review Department function and Director , Acct & Updated organization Clarity of - Continues
Process
Review delegation of functions Director Power and functions Responsibilit - Annually
are delegated
d l t d y fixed
fi d on
officers
Re- issue of circulars Director/AO/Acct. Updated Department Staff aware - Continues

circulars of the
activities and
procedures
Process
Adopt/Review Department rules Director/AO/ Rules of the Streamline - Continues
Acct. Complimenta Process
Responsibilit
y / Co-
Category
C t K Process
Key P How
H Who with
Wh ith whom
h Output
O t t Outcome
O t responsibility
ibilit Time
Ti F
Frame
Formulation Succession plan Director/AO/Acct. succession plan Improved - Annually
statement performance
Assess Cadre requirement of Department Director (Social Statement of staff Requirement Review by As soon as
Welfare) requirement is identified Secretary, possible and
on & annually
Reconstructio
n, NP
General Institutional Filling Cadre Vacancies Director (Social Application to fill Vacancies Review by Continues
Prepare Application for approval of cadre Director (Social FR 71 Applications Ready to Review by As and when
Welfare /AO prepared obtain Secretary, required
create cadre on &
Reconstructio
n, NP
Review status of office equipment Director (Social Board of Survey Facilitate Review by Annually
/vehicles/ Machineries /Faxed and Welfare)/Acct. reports action for Secretary,
movable assets disposal M/Rehabilitati
/write on &
off/repair Reconstructio
/procurement n, NP
Performance Define service Deliveryy pperformance Director ((Social Service Deliveryy Accountabilit Review byy
standards Welfare) and Performance a ssessed y in service Secretary,
Define Departmental expectation from all Director , AO Letters and Meetings Staff aware - As soon as
individual staff Accountant of what is to possible and
be done reviewed
annually
Prescribe Milestones Benchmarks and Director & Quarterly assessment Measured - Quarterly
output indicators Accountant report performance
Prepare responsibility chart Director & Availability of Job Clarity of job -Complimenta Annually
Responsibilit
y / Co-
Preparation of Activity Chart and Duties Director (Social Activity chart and duty Responsibilit - Annually
Lists of all staff. Welfare) & list to all officers ies fixed on
Accountant all officers
.Facilitate exchange of knowledge Director (Social Technology and Better MDTD
Welfare) & AO knowledge transferred Performance
Accountant to the Organization
Motivate subordinates Director Commendation Create - Annually
Environment
for better
performance
General Performance Establish performance appraisal system Director (Social Appraisal System Secretary, Annually.
Establish staff supervision Director (Social Staff supervision Continuous
Welfare system process
Staff Conduct disciplinary inquires and make Director (Social Disciplinary inquiry Secretary, As and when
Discipline orders Welfare District reports M/Rehabilitati required
S i l Service
Social S i on &
Officer Reconstructio
n, NP
Coordination Conduct regular staff meeting Director (Social Meeting Decisions - Monthly.
Welfare/AO
Attend/central Ministry
y coordination Director Minutes of meeting
g -
meeting
Report to appropriate authorities in any Director /Social List of key -
emergencies Service Officer organization to be
informed Complimenta
Responsibilit
y / Co-
Category
C Key Process How
H Who with
Wh ith whom
h Output
O t t Outcome
O t responsibility
i ii Time
i Frame
General Information Collect information establish and Director , Acct & Information required Chief Continues
Management Management maintain MIS ssos for organization Secretary/S/R Process
activities R
Provide information to public Director , Acct & Periodical Report - Continues
ssos Process
Capacity Provide updated information and Director/AO/Acct. Improved skill and MDTD Continuous
Building exchange the knowledge and skill of knowledge Progress
employees
Provide facilities to employees in career Director/AO/Acct. Improved skill and MDTD/SLID Continuous
d l
development t k
knowledge
l d A P
Process
Provide Training in office automation Director/AO/Acct. Improved skill Chief Continuous
Secretary/Secr Progress
etary PPA
Provide opportunities for foreign Director/AO/Acct. Development of skill Chief When ever
professional training and knowledge Secretary/Secr Opportunity
etary PPA Comes
Financial Budgeting Assess Medium-term demand for service Director/AO/Acct. Medium term focast of Review by Annually
Management provided by the Department resource need DCS(Finance)
Assess review capital and recurrent Director/AO/Acct. Annual forecast of DCS Finance Annually
expenditure needs capital and recurrent
expenditure need
Assess Financial need and prepare Director, Annual Budget Deputy Chief Annually.
annual Budget Accountant Secretary
Complimenta
(Finance)
Responsibilit
y / Co-
Financial Budgeting Prepare statement of Annual imp rest Annual Imp rest DCS Finance Annually
Management requirement Statement
Prepare monthly imp rest statement Monthly Flash report Deputy Chief Monthly
Secretary
Expenditure Establish financial management system Established financial Deputy Chief Annually
M
Management management system S
Secretary
Finance
Establish /review financial management Statement of financial DCS finance Annually
de egat o within
delegation wt depa
department
t e t delegation
de egat o
Establish good procurement practices Established Review by Annually
Procurement Practice DCS (Finance)
Constitute procurement committee Approved Procurement DCS Annually

committee (Finance)S/RR
Re issue circular instructions and Re-issued circulars Secretary A and When

guidelines PPA/DCS(Fin required
ance)
Maintain up-dated information or Votes ledger & DCS (Finance) Continuous

recurrent and capital expenditure financial statements Progress
Expenditure Ensure proper use of funds Votes Ledger financial Annually

Deputy
p y Chief
Secretary
Finance
Appropriation Prepare Annual Accounts statement Annual A/C.

A/C Statement DCS (Finance) Annually
Accounts
Financial Monitoring Review capital and recurrent expenditure Expenditure report DCS (Finance) Continues
M
Managementt and
d
expenditure
Process
Monitoring
and
expenditure Complimenta
Responsibilit
y / Co-
Category Key Process How
H Wh with
Who ith whom
h Output
O t t Outcome
O t responsibility Time Frame
Development Review bank reconciliation advance Monthly financial Monthly
Programme & account activity advance to public statement
Service officers and deposit account.
Maintain financial discipline Director/AO/Acct. Internal Audit report Periodically
Update information on general treasury Director/AO/Acct. Updated information Secretary Continues

circulars inland revenue circulars for on financial discipline PPA/DCS
implementation. (Finance)
Process
Reviews provincial guidelines on Director/AO/Acct. Update guidelines for Chief Annually
Service
Delivery
Review sectoral service delivery Director/AO/Acct. Service delivery Secretary Annually
responsibility Responsibility Rehabilitation
Reconstructio
n
Update Guidelines on formulation of sect Director/AO Updated guideline for Secretary Annually
orall service
i ddelivery
li plan
l service
i ddelivery
li R
Rehabilitation
h bilit ti
Reconstructio
n
Prepare medium term service delivery Director/AO Medium term service DCS Annually
plan delivery plan (Planning)
Development Prepare Annual implementation plan Director/AO Annual implementation DCS Annually
Programme & plan (Planning)
Service Complimenta
Responsibilit
y / Co-
Review delegation of functions Director/AO Statement of delegation Annually
of functions
Development Mobilize resource support for financing Director/AO Allocation of funds by DCS (Finance) Annually
coordination medium-term service delivery plan Provincial treasury
Obtain Follow up procurement procedure Director/AO/Acct Procurement S/RR &R As and when
service for committee decision required
Development
Monitoring obtaining Progress report and conduct Director/AO Reports & Meeting DCS Months &
Progress review meetings minutes (Planning) Quarterly
Development Progress Review implementation status and update Director/AO Progress and status DCS Quarterly
Programme & Review service delivery improvement plan report (Planning)
Service
Legal Register Elders home & Volunteer Director/AO Registered homes & DSS/SSOs As and when
Services Volunteers required
organization
i ti
Organizations
Assist to Payment of Public Assistance monthly Director /Acct. Payments to DSS/SSOs Continues
poor Allowance Beneficiaries Process
Assisting people suffering from Director Monthly payments DSS/SSOs Continues
contagious disease /Acct/SSOs Process
Providing casual relief Director /AO/Acct Relief payments to DSS/SSOs Continues
people affected by Process
natural disaster
Complimenta
Responsibilit
y / Co-
Assist to Providing lively hood Director /AO/Acct Payments for micro DSS/SSOs Continues
poor enterprises Process
Development assistance to PAMA recipients

Programme
g &
Service
Assist to Assisting the homes for Disabled Director Monthly payments to DSS/SSOs Continues
Disabled /Acct/SSOs disable Process
Providing support equipment to the Director /Acct Supply of equipments DSS/SSOs Continues
disabled Process
Assist to the Assisting the homes for Elders Director Monthly payments to DSS/SSOs Continues
Elders /Acct/SSOs elders Homes Process
Maintains of the state elders home at Director Meals. DS/SSO Continues
kaithady /Superintendent Accommodation & Process
staff of Home Health care to elders
Issue of Elders identity cards Director/AO Elders Identity cards DSS/SSOs Continues
Process

Activities &
C
Co
y
1. General Provide Set Vision Commissioner/ Vision Statement Awareness Review by NP As early as
Management Leadership Senior Staff of Secretaries possible
Departmental Committee
system
orientation
Assess Organizational Commissioner/ Value statement of the Awareness Review by NP As soon as
Senior Staff Department of system Secretaries possible and
orientation
i t ti Review
R i
Environment and Define values of the created Committee Annually
Department
Apply NPC Culture and identity Commissioner/ NPC value frame work Definition of Review by As soon as
programme strategy operation Senior Staff for programme programme Secretary, possible and
orientation M/Rehabilitati Review
on & Annually
Reconstructio
n, NP
Define Mission and Goals Commissioner/ Mission and Goals Awareness Annually
Senior Staff statement among
stakeholders
what will the
department
do
Formulation of Strategies Commissioner/ Strategy statement Priority Annually
Senior Staff action
identified for
the
department
and Region
y key
Identity y success factors and Commissioner/ Performance indicator Good Review byy the As early
y as
indicators Senior Staff statement Performance Secretary/PPA possible
agreed Annual
Review
Senior Staff Meetings performance Secretary,
and M/Rehabilitati
identified on &
n, NP
Establish Learning Environment Commissioner/ Statement of Better Continues
Senior Staff Departmental performance Process
Develop Team sprit Commissioner/ Working collectively Better Co- Review by Continues
S i St
Senior Staff
ff operation
ti S
Secretary/
t /
assured Process
Rehabilitation
Motivate and Create opportunity for collective action Commissioner/ Best practices on Collective Review by Annually
inspire Senior Staff Group action adopted action to Secretary/
achieve Rehabilitation
better results Reconstructio
adapted n
Subject/Sector
j Process Activity
y Responsibility
p y Achievements Complementa
p Time Frame
ry
Activities &
Co
y
General Motivate and Facilitate collective action Commissioner/ Best Practices on All parties Review by Annually
Management inspire Senior Staff Group action understand Secretary/Reh
responsibiliti
ibili i abilitation
bili i &
es Reconstructio
n, NP
Mobilize Identify the Stakeholders Commissioner/ Stakeholders are Stakeholders Review by Annually
support Senior Staff identified support Secretary,
M/Rehabilitati
Institutional Review Department function and Commissioner/ Updated organization Clarity of Continues
Development organizational structure Accountant and structure Departmental Process
Review delegation of functions Commissioner/ Power and functions Responsibilit Annually
Accountant are delegated y fixed on
officers
Re- issue of circulars Commissioner/ Updated Department Staff aware Continues
Accountant/AO circulars of the Process
Adopt/Review
p Department
p rules Commissioner/ Rules of the Streamline Continues
Accountant/AO Organization organizationa Process
Formulation Succession plan Commissioner/ Succession plan Improved Continues
Accountant/AO statement performance Process
Assess Cadre requirement of Department Commissioner Statement of staff Ready to Review by As soon as
requirement request staff Secretary, possible and
on & annually
R
Reconstructio
t ti
n, NP Deputy
Chief
Secretary
(Planning)
Filling Cadre Vacancies Commissioner/ Application to fill Vacancies Review by Continues
AO vacancies are informed Secretary,
Process
for action to M/Rehabilitati
Prepare Application for approval of cadre Commissioner/ FR 71 Applications Ready to Review by Monthly
AO prepared obtain Secretary,
create cadre on &
Reconstructio
n, NP
Review status of office equipment Commissioner/ Board of Survey Facilitate Review by Annually
/ hi l / M
/vehicles/ Machineries
hi i /F /Faxed
d and
d A
Acct. reports action
i ffor S
Secretary,
movable assets disposal M/Rehabilitati
/write on &
off/repair
p Reconstructio
/procurement n, NP
Performance Define service Delivery performance Commissioner/ Service Delivery Accountabilit Review by Bi-annually
standards AO Performance assessed y in service Secretary,
delivery M/Rehabilitati
performance on &
Reconstructio
n, NP
ry
Activities &
Co
y
General Performance Define Departmental expectation from all Commissioner/ Letters and Meetings Staff aware - As soon as
Management individual staff AO/Acct.
AO/Acct of what is to possible and
be done reviewed
annually
Prescribe Milestones Benchmarks and Commissioner/ Quarterly assessment Measured - Quarterly
output iindicators
di AO/A
AO/Acct. report performance
f
Preparation of Activity Chart and Duties Commissioner/ Activity chart and duty Responsibilit - Annually
Lists of all staff. Senior Staff list to all officers ies fixed on
all officers
Facilitate exchange of knowledge Commissioner. Technology and Better MDTD
kno ledge transferred Performance
knowledge
Motivate subordinates Commissioner Commendation Create Annually
Environment
for better
performance
Establish performance appraisal system Commissioner/ Appraisal System Better Secretary, Annually.
Senior Staff performance M/Rehabilitati
of staff on &
Reconstructio
n, NP
Establish staff supervision Commissioner/ Staff supervision Better Continuous
Senior Staff system control of process
staff
Staff Conduct disciplinary inquires and make Commissioner Disciplinary inquiry Offenders Secretary, As and when
Discipline orders reports punished and M/Rehabilitati required.
discipline is on &
maintained Reconstructio
n, NP
Coordination Conduct regular staff meeting Commissioner. Meeting Decisions Stakeholders Monthly
contribution
to solve
problem and
issues
Attend/central Ministry coordination Commissioner
Commissioner. Minutes of meeting Central
meeting province
partnership
support from
central
Report to appropriate authorities in any Commissioner/ List of key Support at an
emergencies District Officers
organization to the Emergency
informed
Information Collect information establish and Commissioner/ Information required Facilitate Continues
Management maintain MIS Accountant/POs for organization Development Process
ry
Activities &
Co
Category
g y Key
y Process How Who with Whom Outputs
p Outcomes Responsibilit
p
y
General Information Provide information to public Commissioner/ Periodical Report Public aware Continues
Management Management Accountant/POs activities of Process
the
Department
Capacity Provide updated information and Commissioner/ Improved skill and Performance MDTD Continues
Building exchange the knowledge and skill of Accountant/AO knowledge improvement
Process
employees
l
Provide facilities to employees in career Commissioner/ Improved skill and Availability MDTD/SLID Continues
development Accountant/AO knowledge of staff for A Process
Provide Training in office automation Commissioner/ Improved skill Performance Chief Continues
Acco ntant/AO
Accountant/AO impro ement Secretary/Secr
improvement Secretar /Secr P
Process
Provide opportunities for foreign Commissioner Development of skill Increased Chief When ever
professional training and knowledge performance Secretary/Secr Opportunity
of staff y PPA
etary comes
Financial Budgeting Assess Medium-term demand for service Commissioner/ Medium term focast of Medium term Review by Annually
Management provided by the Department Accountant resource need perspective DCS(Finance)
on resource
requirement
Assess review capital and recurrent Commissioner/ Annual forecast of clarity in DCS Finance Annually
expenditure needs Accountant capital and recurrent capital and
expenditure need recurrent
expenditure
need
Assess financial need and prepare annual Commissioner, Annual budget Clarity in Deputy Chief Annually.
Budget Senior staff expenditure Secretary
Accountant ppriorities and ((Finance))
purposes
Prepare statement of Annual imprest Commissioner/ Annual imprest Clarity in DCS Finance Annually
requirement Accountant requisition expenditure
priorities and
needs
Prepare monthly imprest statement Commissioner/ Monthly flash report Receipt of Deputy Chief Monthly
Accountant imprest for Secretary
the months finance
Expenditure Establish financial management system Commissioner/ Established financial Improved Deputy Chief Annually
Management Accountant management system financial Secretary
control Finance
Establidh /review financial management Commissioner/ Statement of financial Understandin DCS finance Annually
delegation within departemtn Accountant delegation g of the
financial
E bli h good
Establish d procurement practices
i C
Commissioner/
i i / Established
E bli h d A
Accountabilit
bili S/RR A
Annually
ll
Accountant Procurement Practice y and (Finance)
transparency
Constitute procurement committee Commissioner/ Approved Procurement Streamline Review by Annually
Accountant committee procurement DCS (Finance)

ry
Activities &
Co
y
Financial Expenditure Re issue circular instructions and Commissioner/ Re issued circulars Director and Secretary As and when
Management Management guidelines Accountant AO PPA/DCS(Fin required
knowledgeab ance)
le on
accounts
matters
Maintain up-dated information or Commissioner/ Votes Ledger & Efficient DCS (Finance) Continuous
recurrent and capital expenditure Accountant financial Statements management process
of funds
Ensure proper use of funds Commissioner/ Votes Ledger financial Achievement Annually
Accountant statements of financial Deputy Chief
target Secretary
Finance
Appropriatio Prepare Annual Accounts statement Commissioner/ Annual Account Annual DCS(Finance)
n Accounts Accountant statement income and
expenditure
accounted
Monitoring Review capital and recurrent expenditure Commissioner/ Expenditure Report Financial DCS(Finance) Continues
and Accountant performance Process
expenditure Review bank reconciliation advance Commissioner/ Monthly financial Better Monthly
review account activity advance to public Accountant statement control over
officers and deposit account. funds
Maintain financial discipline Commissioner/ Internal Audit report Efficient use Periodically
A
Accountant off ffunds
d
Update information on general treasury Commissioner/ Updated information Financial Secretary Annually
circulars inland revenue circulars for Accountant on financial discipline discipline is PPA/DCS
implementation. maintained (Finance)
Development Service Reviews provincial guidelines on Commissioner/ Update guidelines for Coherence is Chief Annually
Programme Delivery formulation implementation and Accountant service delivery service Secretary/DCS
& Service coordination of plans for Provincial delivery (Planning)
service Delivery
Review sect oral service delivery Commissioner/ Service delivery Clarity in Secretary Annually
responsibility Accountant responsibility service Reconstructio
delivery n
responsibility Rehabilitation
ry
Activities &
Co
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d Guidelines
id li on fformulation
l i off sect Commissioner/
i i / Updated
d d guidelines
id li ffor Efficiency
ffi i iin Secretary Annually
ll
Programme Delivery oral service delivery plan Accountant Service delivery delivery o Rehabilitation
& Service service Reconstructio
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Prepare medium term service delivery Commissioner/ Medium term service Medium term DCS Annually
plan Accountant delivery plan service (Planning)
delivery is
prioritized
Prepare Annual implementation plan Commissioner/ Annual implementation Annual DCS Annually
Accountant plan Service (Planning
delivery
Prioritized
Review delegation of functions Commissioner/ Statement of delegation Responsibilit Annually
Accountant of functions y on officers
in fixed
Development Mobilize resource support for financing Commissioner/ Allocation of funds by Funds for DCS Annually
coordination medium-term service delivery plan Accountant Provincial treasury investment (Planning
Obtain Follow up procurement procedure Commissioner/ Procurement Streamlined DCS Annually

service for Accountant committee decision (Planning
Development
Monitoring obtaining Progress report and conduct Commissioner/ Rights & meeting & Timely DCS Monthly &
Progress review meetings Accountant minutes completion (Planning Quarterly
Progress Review implementation status and update Commissioner/ Progress and status Service DCS Quarterly
Review service delivery improvement plan Accountant report delivery is (Planning
improved
updated
Legal Register Children home & Day Care Commissioner/ Registered homes Streamlined DSS/POs Continuous
Services Centers AO Service Process
organizations
Service to Assisting Children Homes Commissioner/Pro Annual payments to Orphan DSS Annually
Children bation Officer orphanage homes children are
assisted
it d
Support to maintain children home Commissioner/Pro Financial Assistance Inmates are DSS Annually
building bation Officer for building provided
maintenance & with better
Furniture accommodati
on facilities
Assistance to Day Care centers Commissioner POs Financial assistance Children DSS Monthly
under 5 year
are benefited
Payment of fit persons allowance & Commissioner/AO Financial Assistance to Underprivile DSS/POs Continuous
multiples allowance /Acct. needy ged Children process
are assisted
Rehabilitatio Maintenance of Certified school Commissioner A School for under Minors DSS/ Continuous
n of young Principal/PO aged offender committed Probation process
offenders conference Officer district
are Judge/Magistr
rehabilitated ate
ry
Activities &
Co
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& Service children maintained Judge
till foster /Magistrate
parents are
found or
admitted to
homes
Project child Prosecute people valuating & child Commissioner/Pro Cases at District Children are District As and when
rights
i ht rights
i ht b ti officer
bation ffi M i t t courts
Magistrate t protected
t t d JJudges/Magist
d /M i t necessarily
il
from refusal rates occur
of their rights
Department of Buildings, Northern Province
Subject / Sector Processes

Time Frame
Category
Attained
Director clear
Review by NP
(Buildings) with understandin Once in
Set vision Vision Statement Secretaries
Senior g about ten years
committee
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institution.
Attained
clear
i
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Organizational
Asses Organizational Environment and (Buildings) with g about NP, Once in
envirment Values
define organizational values Senior Organization Secretaries five years
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g
Management Team al committee
environment
Values
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clear
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Give statement related to Review by
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values methodoloag
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Secretaries
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Management Team y regarding
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orientaion
Values, and
Culture, agricultural
Mission,
practices
Strategy, Key
success Agreement
factors and on Role
indicators (what
Director
stakeholders Review by NP Once in
(Buildings) with Mission and Goal
Define Mission and Goals expect) and Secretaries three
Senior statement
Performance committee years
Management Team
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Department
will
ill deliver)
deli er)
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Priority Secretary,
Director
functions and Ministryy of Once in
(Buildings) with
Formulate strategy Strategy Statement core Rehabilitation three
Senior
activities & years
Management Team
identified Reconstructio
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Director Secretary
Organizational Good Once in
Define key success factors and indicators Performance Indicators performance three
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Senior on &
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Management Management Team Reconstructio
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clear
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understandin
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g about latest
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management team Reconstructio
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l
what is
n,NP quartly
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Statement
S on actions
i Review
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staff, Review by
Statement on actions
Learning Director Secretary
need to be taken to Development
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n,NP
NP
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Opportunitie
Director need to be taken to Secretary
s for
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g ) with create opportunity
pp y for M/Rehabilitati
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Senior collective action and on &
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Management Team officers responsible for Reconstructio
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each action. n, NP
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Director need to be taken to Secretary
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Team responsible
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create awareness Senior
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Chief E i '
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M bili clear
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status of
Di t
Director U d t d status
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Review status of office equipment / institution's
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movable assets equipment /
Management Team and movable assets
vehicles /
machineries /
fixed and
movable
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assets
Director Quality of
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Define service delivery performance (Buildings) Circulars, Guide lines, service
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i
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(B ildi )
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Tools for
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i
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n NP
n,
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(Define Director Review by
Responsibilit (Buildings) Department Departmenal Secretary
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p pprescribingg the Service Secretaryy
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relationship,
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Provincial
i i l gaps andd Q t l
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Deputy Director at Provincial and on &
and Department Level avoidance of
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n, NP
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understandin
Director Secretary
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with Beneficiaries/Clients with senior on & y
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n,NP
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Better
Public;
relationship
Image
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Buildings
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implement Director Reports on Staff's
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Management Team suggested remedies
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Grievances
i needs of staff
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resolve them.
Proper
actions need to be
implementati Review by
taken to ensure proper
Director on of Secretary
implementation of
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national level Quarterly
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programmes and
M
Management T
Team programmes Reconstructio
R i
and activities n, NP
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action.
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that have been taken to
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resolve the crisis or When
Buildings Report to appropriate authorities in any (Buildings) g about the M/Rehabilitati
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implement emergencies Deputy Director crisis and on &
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authority.
Handle -)) ensured.
Grievances
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Director
ecto Periodic
e od c Reports
epo ts on
o Secretary
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Identify Information Needs and Establish (Buildings) with Input data and Outputs M/Rehabilitati
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/ Maintain MIS Senior relevant for on &
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Management Team Performence Reconstructio
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n,NP
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Stakeholders
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aware of Quarterly
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Department
activities.
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about the
Manage department's
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Information activities in a
Secretary
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Provide Public news letters manner and Quarterly
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n,NP
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Information over
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organization Structure Senior Organization Structure on &
function years
Management Team Reconstructio
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Each staff in
the Review by y
Director Department Secretary
A report giving the
(Buildings) with is aware M/Rehabilitati
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functions
Management Team authority and Reconstructio
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.
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the
Department
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Delineate and
Director Secretary
organization Department Rules, procedures to As and
Define and adopt Institutional (Buildings) with M/Rehabilitati
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administration standards Senior on &
System; and guide lines attending required
Delineate administratio
d i i t ti
n,NP
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institution
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Better
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internal
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(Buildings) appraisal system on & annually
staff
Reconstructio
utilization
n
Review by
Improved
p Secretary
y
Director Succession plan organizationa M/Rehabilitati
Formulation of Succession Plan Annually
(Buildings) statement l on &
performance Reconstructio
n
Director
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(Buildings) with
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Senior
employees
l P f
Performance required
i d
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p MDTD and As and
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for career development Senior
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pp for Local /Foreign
g Director pprofessional M/Rehabilitati
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Department required
programme Reconstructio
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clear
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Assess Medium-term Demand for (Buildings) with M/Rehabilitati
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N
Needs
d medium-term
di
resource
n,NP
requirements
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Assess / review recurrent expenditure (Buildings) with Forecast of recurrent g about the M/Rehabilitati
Annually
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be carried n,NP
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out.
Resources)
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clear
l
Director Secretary
understandin
Preparation of Departmental Budget Budget Book g about the Annually
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p
priorities and
n,NP
purposes
Project Concept
Director
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(Buildings) with Improved
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Senior development
activities Report Estimate & Ministries required
Management Team
BOQ
Director
Di
(Buildings) Financial Control Review
Establish Financial Management System Financial Secretary
Accountant System Documents annually
Control (Finnance)
Financial ((Buildings)
g)
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in the
Department
Review by y
is aware
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about their
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responsibility
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i h regard
d
n,NP
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management.
.
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l d iin
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regulations Review by
and Secretary
Director Procurement circulars,
procedures to M/Rehabilitati As and
(B ildi ) with
(Buildings) ith Procurementt
P
Establish good Procurement practices. be adopted in on & when
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attending Reconstructio required
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procurement n, DCS
matters and (Finance) ,NP
NP
this ensures
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institution
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the
th
Department
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rules,
regulations Review by
and Secretary
Director
procedures to M/Rehabilitati As and
Define
D fi and
d adopt
d tE Expenditure
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t ti
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expenditure Reconstructio required
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management n, DCS
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(Finance),NP
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consistent
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Expenditure institution
Management
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l d Review by
Manage Secretary
Expenditure) Director Efficient
M/Rehabilitati
Maintain Up-dated Information on (Buildings) management
Financial Statements on & Monthly
y
Recurrent and Capital Expenditures Accountant of funds
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(Buildings) ensured
n,NP DCS
(Finance)
Review by
Secretary
Director (Builings) Efficient
M/Rehabilitati
Deputy Directors Updated progress management
Minimize cost overrun on & Monthly
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Reconstructio
R i
Accountant ensured
n, DCS
(Finance) ,NP
Review by
Secretary
y
Director Efficient
M/Rehabilitati
(Buildings) management
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Management Reconstructio
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n, DCS
(Finance) ,NP
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Director
Secretary
(Buildings) Chieef
Fi
Financial
i l M/R h bilit ti
M/Rehabilitati
Review of Recurrent and Capital Engineer'S
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monitored Reconstructio
Accountant
n, DCS
(Buildings)
(Finance) ,NP
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Director Secretary
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(Buildings) M/Rehabilitati
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public officers and deposit account accounts of funds
(Buildings) Chief Reconstructio
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(Finance),NP
) NP
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p M/Rehabilitati
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latest Regularl
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s in govt.
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g)
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clear
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A summarized report
strategies
describing the vital
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i provincial
i i l guidelines
id li on Director
i with
i h regard
d
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guide lines, to be - Annually
coordination of plans for provincial Senior formulation,
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y Management
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D li
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coordination
Development Policy of plans for
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staff and Secretary
y
stockholders ,M/Rehabilitat
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Statement of Service
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Delivery
Responsibilities Senior about their n,Deputy annually
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ibili
Management Team roles and Chief
responsibiliti Secretary
es in service (Planing),NP
delivery
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clear Secretary
understandin ,,M/Rehabilitat
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Update guidelines on formulation of (Buildings) with updated Reconstructio
formulation of sectoral Annually
sectoral service delivery plan Senior criteria for n,NP Deputy
Management Team formulation Chief
of sectoral Secretary
service (Planing),NP
delivery plan
Att i d
Attained
clear
understandin
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Director
ecto
M/R h bilit ti
M/Rehabilitati
Prepare Medium-term Service Delivery (Buildings) with Medium-term Service priorities of
work items on & Annually
Plan Senior Delivery Plan
included in Reconstructio
Management Team
the Medium
Medium- n,NP
term service
delivery
l
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clear
understandin Review by
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Prepare long term investment plan work items
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the Long- n,NP
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Delivery delivery
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Policy Departmental
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S oc o de s
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Management Team to be Reconstructio
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the
Department
Development for that year.
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understandin
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Director
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((Buildings)
g)
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Specification, work time
work,
Chief Engineer Before
Invitation for bids, frame,
Prepare Tender Documents (Buildings) - inviting
Instructions to bidders, resource
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Conditions of Contract, requirement,
Engineer
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A ddepartment's
'
(Buildings)
obligations
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contractor's
obligations.
Each staff in
the
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Secretary
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A report giving the M/Rehabilitati
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functions Reconstructio
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n,NP
NP
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clear
l As
A andd
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/ Partner year
expectation
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Director Partner Planning
coordination
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ki arrangements t D
Deputy
t Di
Directors
t arrangements
t Project
P j t year
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(Buildings) letter from the funding implementati when
Medium-term Service delivery plan Project
agency on of project required
Coordinating
is confirmed.
Committee
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and
Department
are
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Director
show high Provincial
(Buildings)
Chief Engineer
Coordinate with the funding agency / funding Committee
(Buildings) Cash Flow Statement Monthly
Project for maintaining cash flow agency / Project
Accountant
Project
(Buildings)
release of
imprest
according to
the agreed
schedule.
Director Contractor
Secretary,
(Buildings) and
M/Rehabilitati
Chief Engineer Department
on & As and
Development (Buildings) Award letter & are aware
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ti A
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their l
n, NP. required
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conditions of required
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& Service
Con…
Department
Staff,
Stockholders
Director and
Secretary,
y,
(Buildings) Deputy Contractor Quarterly
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Update Service Delivery Implementation Delivery on &
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n,NP
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revised pplan.
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clear
Director Secretary,
understandin
(B ildi )
(Buildings) M/R h bilit ti
M/Rehabilitati
g about the
Chief Engineer on &
Progress actions to be
Monitor and review progress Buildings Progress Reports Reconstructio Monthly
Review and taken to
Executive n, NP.
Monitoring eliminate the
Engineer Funding
(Includes factors
(Buildings) Agency
Monitor affecting the
Implementati progress
on; Review Attained
Performance) clear
Director
understandin
(Buildings)
g about the
Chief Engineer
Preparation of activity chart and cash Activity Chart and time frame of Funding
Buildings Monthly
flow statement Cash Flow Statement each activity Agency
Executive
i
and amount
Engineer
of monthly
(Buildings)
imprest
requirement
requirement.
Director Adoption of
(Buildings) Deputy design
Directors standards
(Buildings) and quality As and
Laboratory test reports
Quality Control Chief Engineer of - when
Inspection reports
(Buildings) construction required
Executive as per the set
Engineer's standards are
(Buildings) ensured.
Ministry
st y oof Provincial
ov c a Public
ub c Administration
d st at o
Subject / Activity Responsibility Achievements Complementa Time Frame
Processes & Co-
Processes
1. General Give Assess Organizational Environment and Secretary with Organizational Vision Shared Review by As soon as
Management Leadership define organizational values Senior and Values Statement Orientation NPC possible and
(Includes Management Team Secretaries Review
Vision & Committee annually
Values;
Define Mission and Goals of the Secretary with Mission and Goal Agreement Review by As soon as
Organization Senior statement on Role NPC possible and
Management Team (what Secretaries Review
stakeholders Committee annually
expect) and
Formulation of strategy Secretary with Strategy Statement Priority Review by As soon as
Senior Actions NPC possible and
Management Team identified for Secretaries review
the Ministry Committee annually
Core
Functions
and/
or Units
Define key success factors and indicators secretary with Organizational Standards of Review by As soon as
Senior Performance Indicators Good NPC possible and
Statement
Establish Learning Environment Secretary with Statement of Support Responsibilit Review by As soon as
Senior to the Staff Team y for NPC possible and
Management Team performance Secretaries review
accepted by Committee annually
the Team
Give Feedback to staff Secretary with Minutes of Quarterly What needs Review by Quarterly
Senior Manager Review meetings to be done NPC
for HRM further Secretaries
identified Committee
Conduct Ministry Review Meetings Secretary, PPS Minutes of Review Effective Review by Monthly
Meetings oversight of NPC
the Ministry Secretaries
Role and Committee
Responsibilit
ies
Mobilize Identify Stakeholders and create Secretary with Periodic meetings with Understand - As and when
Formulate Stakeholder partnership Secretary with Partnerships with Stakeholders - Annually
arrangements Senior stakeholders support for
Review Donor Support Activities Secretary with Donor project support Donor Deputy Chief Annually
relevant Heads of programme support Secretary
Departments strategized (Planning)
Attend National level Meetings Secretary Back to Office Reports Represent - As and
Manage Preparing Ministry Responsibility Chart Secretary with Ministry Responsibility NPC
Ministry Review by Wh
Annually
Performance and Duty Lists Senior Chart and Duty Lists of staff aware MDTD
(Define management Team Officers of what is
Responsibilit expected
y; Establish
Define Ministry and Staff Expectations.
Expectations Secretary with Quarterly Review Ministry Deputy Chief Annually
Ministry Planning Meetings staff aware Secretary
Team of what is to (Planning)
be delivered
Prescribe Milestones, Benchmarks and Secretary with Quarterly Assessment Ministry Deputy Chief Quarterly
Output Indicators for Subjects under the Ministry Planning Reports aware of Secretary
Purview of the Ministry Team what is to be (Planning)
done
Review Performance of Ministry Secretary with Ministry Performance Oversight of - Quarterly
Subjects Senior Reports Ministry
Management Team Delivery
P f
Performance
Issue Circular Instructions and Secretary with the Subject specific Better - As and when
Introduce Code of Conduct for Staff Secretary Code of conduct Best MDTD At every
Practices in occasion
staff conduct
Review National Policies for adoption Secretary Policy specific Congruence NPC Planning As and when
guidelines with national Committee necessity
programmes arises
Coordination Establish/Participate in Provincial Secretary with Reports on proceedings Better Regularly
Represent the Ministry at National and Secretary with Reports on proceedings Benefit from As and when
IEstablish/Conduct
i i l M regular
i Staff Meetings dSecretary
i dwith
ffi f M ion Staff
Reports h h staff
Closer i i d
Quarterly
Senior problems and needs relations and
Establish Public Relations Programes Secretary with Ministry public Public - On time and
designated officer relations plan support and reviewed
cooperation annually
Establish Procedures for Receiving and Secretary with Reports on public Public - One time and
I i i i P bli C l i d i d Offi l i d i d i d
Establish Procedures for Dialogue with Secretary with Reports on Trade Positive - One time and
Manage T d U Information
Identify i d A Needs
i i and dSecretary
i dwith
ffi U i
Periodic i
Reports on ki
Facilitate - i d
Quarterly
Information Establish/ Maintain MIS Senior Inputs and Outputs review of
-
Partners/Stakeholders g
designated officer Partners/Stakeholders eholders
Provide information to Beneficiary/Client Secretary with Periodic Reports to Beneficiary/ - Bi-annually
designated officer Partners/Stakeholders Clients
Establish and maintain Human Resource Secretary with Reports on the status of Improved - As and when
Data-base designated officers HR deployment required
required,
of HR updated
regularly
Institutional Review Functions and Organization Secretary and Updated Ministry Clarity of Review by As soon as
Development
l S
Structure S i
Senior Functions
i and
d Ministry
i i MDTD possible
ibl andd
Adopt Rules of Procedure Secretary and Ministry Rules Streamline Review by As soon as
Senior the conduct MDTD possible and
Management Team of Reviewed
Ministry/Dep annually
artment
activities
Review of Staff and Cadres y with
Secretary g needs
Staffing y p
Ministry/Dep y
designated officer assessment artments MDTD possible and
appropriately annually by
staffed January
Provide for Staffing Requirements Secretary with Requests for staffing Ministry/Dep (Ministry for Annually to
designated officer approvals artments PPA) be completed
appropriately by January
staffed
Establish Staff Supervision and Appraisal Secretary with Staff supervision and Better Review by Annually
designated officer appraisal system internal MDTD
control and
staff
utilization
Formulation of succession plan Secretary with Succession plan Continuity Review by One time and
designated officer statement of staffing MDTD reviewed
annually
Capacity Enhance the knowledge and skills of Secretary with Skill development Improvement Review by As and when
Building and employees designated officer of MDTD required
Training performance
(Includes
Enhance
Knowledge
and Skills,
Orient
Attitudes;
Improve
Systems and
Procedures)
Provision of the facilities to employees
p y in Secretary
y with Skill development
p Improvement
p MDTD As and when
career development designated officer of required
performance
Providing training in office automation Secretary with Skill development Improvement MDTD Quarterly
designated officer of
performance
Provide opportunities for Local/Foreign Secretary with Department Profesionaliz MDTD As required
f i l i i d i d ffi f i l i f h
2. Financial Budgeting Assess Medium-term Demand for Secretary and Medium-term Forecast Clarity in Deputy Chief Annually
Management Services Provided by the Ministry Senior of Service Delivery medium-term Secretary
management Team Needs resource (Finance)
requirements
(Include Preparation of Ministry Budget Secretary with Budget Book Clarity in Deputy Chief Annually
Allocate Senior expenditure Secretary
Resources) Management Team priorities and (Finance)
& Ministry purposes
Accountant
Preparation of documents for obtaining Secretary with Timely submission of Timely Deputy Chief As and when
allocation of funds Accountant required availability secretary required
documentation of funds (Finance)
Expenditure Design and Establish Financial Control Secretary with Financial Control Improved Deputy Chief As soon as
Management System Ministry System Document Financial Secretary possible and
A
Accountant
t t C t l
Control (Fi
(Finance)) R i
Reviewed d
annually
(Include Maintain Up-dated Information on Secretary with Financial Statements Efficient Deputy Chief Monthly,
Manage Recurrent and Capital Expenditures ministry management Secretary Quarterly
Ensuring the proper use of funds Ministry Financial statements Improved - Half yearly
Accountant performance
& task
achievement
Budget
B d R i off R
Review Recurrent and
dCCapital
i l Secretary with
S ih E
Expenditure
di R
Reports Fi
Financial
i l Deputy Chi
D Chieff Monthly/Qua
M hl /Q
Monitoring Expenditure Ministry performance Secretary rterly
and Accountant monitored (Finance)
Expenditure
p
Review
(Monitor
Implementati
on Progress)
Formulate Procurement Programme Secretary with Procurement Plan Procurement Deputy chief Annually
Ministry stremlined secretary
Maintain financial discipline Secretary with Internal Audit Reports Efficient use - Regularly
Ministry of funds
Accountant
Facilitate Audit Secretary with Updated audited Proper use of Deputy Chief Monthly
Ministry statements funds Secretary
Accountant (Audit),
General Audit
33. P
Programme/P
/P R
Review
i S Service
i D Delivery
li R
Responsibilities
ibiliti S
Secretary
t and
d Statement
St t t off S
Service
i Cl it iin
Clarity D t Chi
Deputy Chieff As soon as
A
Development roject Senior Delivery Service Secretary possible and
Prepare Rolling Medium-term Service Secretary with Medium-term service Medium- - As soon as
Delivery Plan Senior delivery Plan term service possible and
Prepare Annual Service Delivery Secretary with Annual service Annual Deputy Chief As soon as
Implementation Plan Senior delivery plan service Secretary possible and
Management Team delivery planning Annually
targets
id tifi d
identified
Development Mobilize Resource Support for Financing Secretary with Partner/Stakeholder Resource Deputy Chief Annually
Coordination Medium-term Service Delivery Plan Senior Support Programme support Secretary
and management Team commitments (Planning)
Partnership
(Includes Attending sectoral committee meeting Secretary Progress reports Improved Secretary to Once in two
Coordinate coordination relevant months
with of service Ministry
Government delivery
Agencies)
Progress Review Implementation Status and Secretary with Reports on the status of Oversight of Chief Quarterly,
Quarterly
Review and Update Service Delivery Improvement Senior service delivery service Secretary Annually
Preparation of activity chart and cash Secretary with Activity bar chart Proper - Regularly
flow statement Asst Director contract
Planning
g and management
g
Accountant
Conduct monthly progress review Secretary Progress report Improved - Monthly
meetings performance
Attend the Donor Agencies meeting Secretary Back to Office Reports Ensure - Quarterly
optimal use
of donor
funding
Road Development Department

Action / Responsibilities Achievement
Complimenta
ry
Responsibilit
y / Co-
C
Category responsibility Time Frame
How Who with whom Output Outcome
Set vision Director & Senior Vision Statement Long term As soon as
Management prepared Goal possible
General ManaLeader Ship understood
Assess Organisational Environment and Director & Senior Organizational value Shared Review by As soon as
define values Management statement prepared orientation Secretary & possible and
Chief review
Secretary annually
Apply NPC culture and identity Director & Senior NEPC value & identity NEPC - Throughout
Management known Identity the year
known
Define mission and Goals Director & Senior Mission Statement Dept. Role & Review by As soon as
Management prepared performance Secretary & possible and
understood Chief review
Secretary annually
Formulate strategies Director & Senior Strategy statement Priority Review by As soon as
Management prepared actions set Secretary & possible and
Chi f
Chief review
i
Secretary annually
Define key success factors and indicators Director & Senior Organization’s Good Review by As soon as
g
Management pperformance indicators pperformance Secretaryy & ppossible and
identified achieved Chief review
Secretary annually
Give feedback to staff Director & Senior Situation updated to Better - As and when
Management staff working required
environment
created
Establish Learning Environment. Director & Senior Enhanced knowledge Better - As and when
Develop team sprit Director & Senior Best practices on group Team work - Throughout
Management action developed created the year
Motivate and Create opportunity for collective action Director & Senior Working collectively Better Regularly
inspire Management performance
&
corporation
ti
Facilitate collective action Director & Senior Working collectively Better As and when
&
corporation
Mobilise Identify stakeholders and partners Director & Senior Stakeholder and Stakeholder, Review by As soon as
Support Management partner identified Partner Secretary possible and
support review
could be annually
planned
Formulate stakeholder /partner working Director & Senior Working arrangement Better Review by Annually
arrangement Management identified understandin Secretary
g and
working
environment
created
Mobilise Access human resource requirement Director & Senior Cadre revision / ad-hoc Manpower Review by Annually
Resource g
Management q
staff requirement q
requirement y
Secretary/PPS
known identified C
Review status of office Equipment / Director & Senior Review of assets Requirement Review by Annually
vehicles / machineries / fixed and Management position identified Secretary
movable assets and asset
position
updated
Manage Define service delivery performance Director & Senior Required standard Stakeholders - As soon as
performance standards Management defined know the possible and
Service review
delivery annually
standards
Define the organizational and individual Director & Senior Expectations identified Department - As soon as
expectation Management staff aware possible and
what to be review
delivered annually
Define benchmarks and milestones Director & Senior Quarterly assessment Performance - Annually
p responsibility
Prepare p y chart and duty
y list Director & Senior Responsibility
p y chart Stakeholders Review by y As soon as
Management and duty list prepared understood Secretary possible and
role and review
responsibiliti annually
es
Facilitate change management practices Director & Senior Reengineering Better As and when
achived
Motivate subordinates Director & Senior Good performance Stakeholder Regularly
Management with dedication consensus on
Departmental
Mission &
Goals
Assess service delivery performance Director & Senior Quarterly meeting Performance - Quarterly
M
Management t reports
t kknown
Define contract management procedures Director, Deputy Circulars, instructions Good ICTAD, RDA As and when
Director, and and adopting standard contract required
Chief Accountant contract documents. management
g
Works Specifications and Designs Director, Deputy Adopting standard Better ICTAD, RDA, As and when
Director, and specifications quality SLI, BSS required
Engineers
Lay down tender procedures and Contract Director,
Director Deputy Circulars Transparent NPA,
NPA As and when
management authorities Director uniform Provincial required
system procurement
cell
Define quality control procedures. Director, Deputy Circulars, instructions Better RDA manuals As and when
Director, and quality & research required
Chief Engineers reports &
Training
Coordination Establish/Participate in inter-agency Co- Director, Deputy Reports on Better - Regularly
ordination Arrangements at Provincial Director, Coordination meetings relationship
and Department Level at Provincial & reduction of
D
Department
t t llevell gaps andd
avoid
duplications
C
Establish /Conduct periodic
p meetings
g Director & S
Senior Reports
p on U
Understandin - Quarterly
Q y
with beneficiaries/clients Management Beneficiary/Client g of
problems Beneficiary/c
lient
problems
Establish/Conduct regular staff meetings Director & Senior Meeting minutes Better - Quarterly
Management performance /monthly
Assist to implement national level Director & Senior Meeting minutes Better - As and when
programmes and activities Management relationship required
at National
Level.
Report to appropriate authorities in any Director, Deputy Problems reported Support from Review by As and when
emergencies Director, and management Secretary required
Chief Engineers
Manage Identify
d if iinformation
f i needs
d and
d establish
bli h Director
i & Senior
i Periodic
i di reports on Facilitate
ili Review
i bby As andd when
h
information MIS Management inputs and outputs review of Secretary required
relevant for performance
pperformance
Provide information to Director Periodic reports Partners/Stak Review by Half yearly
Partners/Stakeholders Partners/Stakeholders eholders Secretary
aware of
Department
activities
Provide Information to Beneficiaries Director Periodic report Beneficiaries Review by Half yearly
/Client Beneficiaries /Client /Client aware Secretary
of
Department
activities
Maintaining database and updating Chief Engineers Progress reports Improved Review by Monthly
physical progress of work progress Secretary
Identify private sector machinery Director, Deputy Data available Facilitate - Half yearly
availability in the districts Director, Chief machinery
E i
Engineers utility
tilit
planning.
Conduct machinery unit board meetings MU Board Board meeting minutes Facilitate Chief Half yearly
members. MU Secretaryy
management.
Provide information to stakeholders and Director, Deputy Availability of reports Better - As and when
partners Director, Chief performance required
Engineers
Establish criteria for upgrading of roads Director, Deputy Updated road list Appropriate Chief Review
and revise road list Director, road network Secretary, annually
CLG
Institutional Review department functions and Director & Senior Updated Department Clarity of Secretary As soon as
development organizational structure Management organization functions departmental possible and
and structure functions. review
annually
Review delegation of functions Director, Deputy Statement of Better Review by Review
Director, chief Delegation at different performance Secretary & annually
A
Accountant,
t t AO llevell fi
fixed
d with
ith Chi f
Chief
satisfaction Secretary
Issue circular instructions and guide lines Director, Deputy Instructions and Activities Review by As and when
Director,, chief gguidance given
g streamlined Secretaryy required
q
Accountant
Adopt/review department rules Director & Senior Availability of Streamline Review by As soon as
Management Department Rules Department Secretary possible and
activities review
annually
Establish staff supervision and appraisal Director, Deputy Staff supervision and Better Review by As soon as
Director, chief appraisal system internal Secretary possible and
Accountant, AO control review
annually
Formulate succession plan Director & Senior Succession plan Improved Review by As and when
Management statement organizationa Secretary required
l
performance
Capacity Provide updated information and enhance Director, Skill Development Improvement IESL, MDTD, Throughout
b ildi
building the
h kknowledge
l d and d skills
kill off employees
l off ICTAD RDA the
ICTAD, h year
performance when
opportunity
arises
Provide facilities to employees in career Director Skill Development Improvement Secretary when
development of opportunity
performance arises
Provide training in office automation Director Skill DevelopmentImprovement when
of opportunity
performance arises
Provide opportunities for local/foreign Director Professional exposure Improvement Secretary & when
professional training. of Chief opportunity
performance Secretary arises
Financial Budgeting Assess Medium-term demand for service Director & Senior Medium term forecast Clarity in Chief Annually
Management provided by the department Management medium term Secretary,
requirement. Secretary,
DCS(F) DCS
DCS(F),
(P)
Assess/review recurrent expenditure Director, Chief Recurrent needs Clarity in DCS(F), Annually
needs Accountant identified recurrent
expenditure
needs
Preparation of Departmental Budget Director & Senior Budget book Clarity in Chief Annually
Management expenditure Secretary
Secretary,
priorities and Secretary,
purpose DCS(F), DCS
(P)
Prepare documents for obtaining Director, Chief Project proposals, Improved Annually
allocation of funds for development Engineers Works Estimates development.
activities
Expenditure Establish Financial management system Director & Senior Financial control Improved Chief As soon as
Management Management system document Financial Secretary, possible and
Control DCS(F) review
annually
E t bli h /review
Establish / i financial
fi i l managementt Director,
Di t Chi Chieff D
Delegation
l ti statement
t t t IImprovedd Secretary
S t A
Annually
ll
delegation within department Accountant organizationa
l
performance
Establish good Procurement practices. Director, Deputy Procurement Good Procurement As soon as
Director, Chief committee, TEC financial cell, DCS (F) possible and
Engineers, Chief reports, no audit management review
Accountant quarries annually
Constitute Procurement Boards Director, PC established System Secretary Annually
requirement
and
transparency
in
procurement
Issue circular instructions and guide lines Director, Chief Clarity established Improved As and when
Accountant Financial required
Control
Maintain
M i i up-dated
d d iinformation
f i on Chi f A
Chief Accountant E
Expenditure
di statements IImproved
d Throughout
Th h
recurrent and capital expenditure Financial the year
Control
Minimize cost overrun Director, Deputy Updated progress Improved - Monthly
Director, Chief reports performance
Engineers, Chief & task
Accountant achievement
Ensure proper use of funds Director Chief
Director, Financial statements Improved - Monthly
Accountant performance
& task
achievement
Monitoring Review capital and recurrent expenditure Director, Chief Monthly expenditure Financial DCS (F) Monthly
and Accountant reports performance
expenditure monitored.
review
Review Bank Reconciliation, Advance Director, Chief Monthly position Better - Monthly
Account activity, Advance to public Accountant known financial
officers and Deposit account. control.
M i i fi
Maintain financial
i l di
discipline
i li Di
Director, Chi
Chieff L Audit
Less A di clarification
l ifi i B Better - Throughout
Th h
Accountant Financial the year
performance
Update information on General Treasury Director, Chief Updated financial Better Monthly
circulars and Inland Revenue circulars Accountant management Financial
for implementation performance
Review audit clarifications Director, Chief Updated audit Better Secretary Monthly
Accountant Chief statements
Accountant, financial
Engineers discipline
Development Service Review provincial guidelines on Director & Senior Strategy statement Priority Secretary, Annually
Programme Delivery formulation , implementation, and Management actions set DCS (P)
service delivery
Review sectoral service delivery Director & Senior Identified Clarity in Secretary, As soon as
responsibility Management responsibilities role and DCS (P) possible and
responsibility review
annually
Update guidelines on formulation of Director & Senior Updated sectoral guide Clarity in Secretary, As soon as
sectoral
t l service
i ddelivery
li plan
l M
Managementt li
lines responsibility
ibilit DCS (P) possible
ibl and
d
review
annually
Prepare
p Medium Term service delivery
y Director & Senior MDP identified Priorities Secretary,
y, As soon as
plan Management identified DCS (P) possible and
review
annually
Prepare long term investment plan Director & Senior Long term plan Priorities Secretary,
Secretary As soon as
Management identified identified DCS (P) possible and
review
annually
Prepare annual implementation plan Director & Senior Delivery Secretary, Annually
Management target DCS (P)
Review delegation of functions Director & Senior Responsibility fixed Better Annually
Management performance
Prepare routine and periodic maintenance Chief Engineers & Maintenance Delivery Director Monthly /
programme Executive programme identified target quarterly /
E i
Engineers id tifi d
identified annually
ll
Set road standards Director & Senior Better roads RDA and As soon as
Management international possible and
Standards for different standards review
class/type of road fixed annually
CEE, EEE, BOQ & Estimates Improved Director As and when
Prepare drawings, BOQ and estimates Development required
Establish Quality Assurance systems Director & Senior Quality standards set Better roads As soon as
Management possible and
review
annually
Conduct road condition survey CEE, EEE, Road condition report Priorities Director & As soon as
identified Deputy possible and
Director review
annually
Adoption of new technology Director & Senior New standards Cost ICTAD, RDA Review
M
Management t id tifi d
identified effective/
ff ti / annually
ll &
long lasting as & when
roads. required
Development Mobilize Resource Support for financing Director Partner /Stakeholder Resource Secretary & Annually
coordination, Medium-term Service delivery plan support programme support Chief
commitment Secretary,
DCS Planning
Coordinate with the client for Director Smooth cash flow Smooth Chief Throughout
maintaining cash flow ensured running of Secretary, the year
project DCS (F)
Attend sectoral review meetings Director Updated progress Improved Secretary Monthly
reports performance
Review project management Director Bottlenecks identified Improved - Quarterly
performance
Progress Review implementation status and update Director, Deputy Reports on the status of Better Quarterly/
review & service delivery improvement plan Director Chief service delivery performance annually
monitoring Engineers
Conduct review meetings Director, Deputy Progress reports, constraints contractor Once in two
Director Chief meeting minutes identified months
Engineers & and cleared
Executive
Engineers
Preparation of activity chart and cash Director, Chief Activity bar chart Proper contractor Regularly
flow statement Engineers, EEE contract
management
Ensure quality Director, Chief Test reports Improved contractor
Engineers, EEE quality work
Dept of Rural Development
Complementa
ry Activities
Subject
j & Co-
/Sector responsibilitie
Processes Activity Responsibility Achievements s Time Frame
Key
Category Processes How Who with Whom Outputs Outcomes
1.General 1.Give Assess organizational Environment and Director with Organizational Vision Shared Review by As soon as
Management Leadership define organizational values Heads of units. & Values Statement. orientation. secretary of possible and
the ministry. review
annually.
(Includes Define mission and goals of the Director with Mission & Goal Agreement Review by As soon as
Vision & organization senior officers. Statement. on role (what secretary of possible and
Values; (DRDOs, RDOs) stakeholders the ministry. review
Mission & expect) and annually.
Goals; performance
Motivation; (what the
Resources & ministry will
Support) deliver)
Formulation of strategy Director with Strategy statement. Definition of Review by As soon as
Heads of units. Sector / secretaryy of possible
p and
programme the ministry. review
orientation. annually.
Define key success factors and indicators Director with Organizational Good Review by As soon as
Heads of units. Performance Indicators performance secretary of possible and
Statement agreed. the ministry. review
annually.
Establish a learning environment Director with Giving feed back. Informed Review by As soon as
Heads of units. Provide Group Organization secretary of possible and
learning. the ministry. review
annually.
Create Team Spirit Director with Team building, Team Improve Review by Quarterly
H d off units.
Heads it workk performance
f secretary
t off
the ministry.
Give Feedback to staff Director with Quarterly meetings. What needs Review by As and when
Heads of units. to be done secretaryy of required.
q
further the ministry.
identified.
1.General 2.Mobilize Create awareness of organizational Director with Exhibitions, Known Review by Annually
Management Support activities District Officers.
Officers Dissemination of organization secretary of
(Includes Reports, Leaf let. the ministry.
National
Linkage;
P
Partnership
hi
with Private
Sector;
Network with
INGO/NGO/
Civil Society; Provide opportunities for others to Chief Secretary, Joint Programmes. Build - Annually
Access Donor participate with our programmes. Secretary, Director partnership.
S pport)
Support) & DCS Planning
Planning,
Project Directors.
p and Collaboration
Partnership y,
Chief Secretary, Joint Ventures. Build - As and when
Secretary, Director partnership. required
& DCS Planning,
Project Directors
& INGOO.
3.Manage Preparing responsibility chart of Director with Responsibility Chart & Actions to Review by Annually
Performance employees and Duty lists Heads of units & Duty lists of officers. strengthen MDTD,
(Define District Officers. status of Secretary PPA
Responsibilit sector
y; Establish delegation
Processes; Set powers
Procedures;
Standards of
Conduct;
Oversee
Special
Institutions)
Departmental
staff aware
of what is
expected?
Issue Circular instructions and Director with Subject specific Better - As and when
guidelines on Ministry Subjects. District Officers & guidelines quality necessity
staff. achievement arises
Maintain quality standards Director with Efficient Service Improve - Quarterly
District Officers & delivery. productivity.
staff.
1.General Follow up code of conduct Director with Code of conduct Best MDTD At every
Management District Officers & practices of occasion.
staff
staff. staff conduct
Performance appraisal Secretary, Individual performance Improve Secretary, Half yearly.
Director, Heads of appraisal reports. performance PPA
units & District
Officers.
Monitoring Departmental function Director, Heads of Quarterly Progress Achieve - Quarterly
units & District Reports & Completion Targets.
Officers. Reports.
Preparation of annual plan Secretary, Annual plan Achieve Deputy Chief Annually
Director, Heads of Targets. Secretary
units & District (Planning)
Officers.
Review meeting with District officers. Director with Review meeting Corrective Secretary, Quarterly
District Officers. minutes & follow up measures & PPA
action. Achieve
targets.
Quality circle All staff. Discussion minutes & Organization Secretary, Quarterly
f ll up action.
follow ti all PPA
Development
.
Maintaining Coaching & Mentoring Director, Heads of Problem solving Non Secretary, As and when
system. units & District mechanism, ambiguous PPA required
Officers. Knowledge enhancing knowledge
& conversations. based work
flow
flow.
Overseas activity of Women Director, District Empowerment of rural Uplift / Socio Director As and when
Development center, RDSS and WRDSS. Officers, Rural women, Formation and Economic required
Development strengthening of Development
Officers with CBOO. .
Divisional
Secretaries.
1.General 4.Coordinatio Interaction with community and Director, District Build Cordial Enlist public - On time &
Management n(Includes community based organizations (RDSS Officers, & Rural relationship. involvement reviewed
Liaising with & WRDSS – village committees) Development as a annually.
the Public; Officers. stakeholder.
Image
building;
Implement
Devolution;
Mediate
di
Conflicts;
Handle
Grievances))
Interaction with other stake holders, Chief Secretary, NEPC Public Relations Enlist public - As and when
Attend Provincial / District Committee Secretary, Director Programme. involvement required
Meetings. & DCS Planning, as a
Project Directors. stakeholder.
Having progress review meetings at Director, Asst.

Director Asst Progress Reports Improved - On time &
district offices and solve any disputes. Director with &Meeting minutes. performance. reviewed
District Officers. annually.
Interaction with Office Staffs & conduct Director, District Reports on Public Accountabilit Director Monthly
regular
l staff
t ff meetings.
ti Offi
Officers, R
Rurall complaints
l i t acted
t d upon. y iin relations
l ti
Development with the
Officers with public.
Divisional
Secretaries.
5.Managing Prepare, maintain and update of Human Director, Heads of Human Resources Appropriate - As and when
Information(I Resource data base. units & District Database, Reports on decision required
ncludes Officers
Officers. the status of HR making
making, updated
Provide Improved regularly.
Information; deployment
Provide of HR
A
Access tto
Information)
Provide information to Beneficiary / Director Periodic reports to Beneficiary/ - Bi-annually
Client. Partners / Stakeholders Clients
aware of
department
service
delivery
activities.
1.General Prepare, maintain and update of Sectoral Director, Heads of Sectoral Database Appropriate - Quarterly
Management
g data base. units & District decision
Officers. making
Prepare, maintain and update of Director, Heads of Village & CBO Appropriate - Quarterly
RDSS,WRDSS data base. units & District Database decision
Officers RDOO
Officers, making
6.Institutional Organizational arrangement of district, Chief Secretary, Role & Smooth Review by As soon as
Development( division of offices and units in head Secretary, Responsibilities of organization Secretary , possible &
Includes office. Director, District provincial ,district function PPA Reviewed
Delineate Officer, Divisional ,divisional office annually
Organizationa Secretaries. delineated.
l Action
System;
Delineate
HRM
System)
Human Resource Management Director, Heads of Role & Smooth Review by As soon as
succession plan of officers. units & District Responsibilities of organization Secretary , possible &
Officers. pprovincial ,district function PPA Reviewed
,divisional office annually
delineated.
Good working environment Director, District More productivity Smooth Review by As soon as
Officers & All organization Secretary , possible &
staff. function PPA Reviewed
annually
1.General 7.Capacity Induction training for new recruitments Director with Capacity Building Enhance Review by As when
Management Building and Training Training Programmes skill, MDTD required
Training(Incl Institutions for staff. Knowledge
udes Enhance & Improve
Knowledgeg pperformance.
and Skills,
Orient
Attitudes;
Improve
System &
Procedures)
On the job training Director with On the job training Enhance Review by As when
Training programmes. skill, MDTD required
Institutions Knowledge
& Improve
performance.
Provision of the facilities to employees in Director Career guidance Skill MDTD As when
career development programmes & Career development required
development & Improve
programmes. performance
Providing training in office automation. Director Office Automation Skill MDTD Annually
Systems & training development
programmes. & Improve
performance
Provide opportunities for local, foreign Director Department Professionali Review by Annually
professional
f i l training.
t i i professional
f i l zation
ti off th
the S
Secretary
t
development department PPA, &
programme MDTD
In site training. Director with In site training Enhance Review by Annually
Training programmes skill, MDTD
Institutions Knowledge
& Improve
performance
performance.
System streamlining Director with System stream lining Easy service Review by Annually
Training procedures delivery MDTD
Institutions
2.Financial 1.Budgeting Assess Medium – term Demand for Director, Account Medium – term Clarity in DCS Finance Annually
Management (Include Services by the department unit, Planning unit Forecast of service medium –
Allocate with District Delivery needs term
Resources) Officers. resource
requirements
Preparation of estimates for recurrent Head of Units Recurrent estimates Clarity in DCS Finance Annually
expenditure
priorities
i iti &
purposes.
Preparation of estimates for capital Head of Units Capital estimates Clarity in DCS Finance Annually
p
expenditure
priorities &
purposes.
Follow up financial procedures, Tender Director, Heads of Expenditures with Improved DCS Finance As soon as
Procedures & Other financial regulars. units with District Transparency & financial possible &
Officers. Accountability control Reviewed
annually
Oversee the progress of activities Director with Progress Reports Efficient DCS Finance Monthly &
Account Unit & management Quarterly
District Officers. of funds
2.Expenditure Preparation of the expenditure Account Unit Timely submission of Timely DCS Finance As when
Management documents. required availability required
(I l d
(Include d
documentation.
t ti off ffunds
d
Manage
Expenditure)
Ensuring proper use of funds. Director with Financial statements Improved - Half yearly
Account Unit & performance
District Officers & task
achievement
33.Budget
Budget Review of Recurrent and Capital Director & Expenditure reports Financial DCS Finance Monthly &
Monitoring Expenditure. Accountant performance Quarterly
and monitored
Expenditure
Review
i
(Monitor
Implementati
on Progress)
g )
Maintain financial discipline. Director & Internal Audit Reports Efficient use DCS Finance As when
Accountant of funds required
Review audit statements. Accountant Updated audited Proper use of Auditor As when
statements
t t t f d
funds G
General
l required
i d
3.Developmen 1.Programme Need assessment Director with Identify needs Achieve Deputy Chief Annually
t Programme. / Project Heads of units & purpose Secretary
planning District Officers, (Planning)
(Include RDOO.
Policy
Planning
Frame work;
Formulate
Implementati
on Plans)
Identification of priorities. Director with Set priorities Achieve Deputy Chief Annually
Heads of units & purpose Secretary
District Officers, ((Planning)
g)
RDOO.
Preparation of project proposals. Director with Project proposals Achieve Deputy Chief Annually
Heads of units & purpose Secretary
District Officers,
Officers (Planning)
RDOO.
Implementation arrangements. Director with Instruction & Achieve Deputy Chief Annually
District Officers guidelines purpose Secretary
(Pl i )
(Planning)
Monitoring arrangements. Director with Instruction & Achieve Deputy Chief Annually
District Officers guidelines purpose Secretary
(Planning)
Prepare the Annual Implementation Director & AIP Improved Deputy Chief Annually
Programme. Development organizationa Secretary
Assistant l (Planning)
performance
performance.
2.Developme Interaction with Provincial Institutions. Chief Secretary, Collaborative actions Upliftment of Deputy Chief As soon as
nt Secretary, on socio economic standard of Secretary possible &
Coordination Director, District development at life of (Planning) Reviewed
and Officers, other Provincial level. society. annually
Partnership projects & NGO
(Includes
Coordinate
with
Government
Agencies)
3.Developmen Interaction with National Institutions. Director, District Collaborative actions Upliftment of Deputy Chief As soon as
t Programme. Officers, RDOO, on socio economic standard of Secretary possible &
GAA, Divisional development
p at life of ((Planning)
g) Reviewed
Secretaries & National level. society. annually
GNN.
Interaction with INGOs (World Chief Secretary, Collaborative actions Upliftment of Deputy Chief As soon as
University Service of Canada (WUSC) Secretary Director
Secretary, on socio economic standard of Secretary possible &
and other NGOs. with INGOO & development. life of (Planning) Reviewed
NGO. society. annually
Interaction with donor funded projects. Chief Collaborative actions Upliftment of Deputy Chief As soon as
Secretary,Secretar on socio economic standard of Secretary possible &
y,Director & development. life of (Planning) Reviewed
Project Directors. society. annually
3.Progress Follow – up Progress of implementation Director with Progress Reports Achieve Chief Quarterly &
Review and activities. Heads of units, purpose Secretary, Annually
Monitoring District Officers & NPC Secretary
(Includes Partner
Monitor Organizations
Organizations.
Implementati
on; Review
Performance)
Assess with objectives. Director with Progress Reports Achieve Chief Quarterly &
Heads of units & purpose Secretary, Annually
Line with Time frame. Director with Progress Reports Achieve Chief Quarterly &
Heads of units & purpose Secretary, Annually
3.Developmen Quality assessment. Director with Progress Reports Achieve Chief Quarterly &
t Programme. Heads of units & purpose Secretary, Annually
Corrective measures. Director with Progress Reports Achieve Chief Quarterly &
H d off units
Heads it & purpose Secretary,
S t A
Annually
ll
Conduct monthly progress review Director with Progress Reports Improved - Monthly
meetings. Heads of units & Performance.
District Officers.
Provincial Department of Co-operative Development (NP)
Complementa
ry Activities
Subject/Secto & Co-
Co
r Processes Activity Responsibility Achievements responsibility
Key
Category processes How Who with Whom Outputs Outcomes Time Frame
1.General 1.Give
Management Leadership
(Includes
Vision &
Values;
Mission & National & NPC Clearly
Goals;Motiv With Assistant Commissioner to define Vision, Mission, Goals understood Review by As soon as
ation;Resour the culture & Policy identity of NPC in and Value statement in of mission & CCD & possible and
ces & respect of Co-operative Development & CCD with District respect of co-operative goals Secretary of review
Support setting mission & goals ACCDs & CDOO sector is prepared statement the Ministry.
Ministr ann all
annually.
Review by
Awareness CCD &
of co- Secretary of
operative the Ministry As soon as
Apply National & International Co- NPC value framework sector system possible and
operative principles through CCD with District for co-operative sector in NPC is review
sector/program strategies & operations ACCDs & CDOO development established annually.
CCD with ACCDs, Better CCD & possible and
CDOO, BOD & Creating learning practice Secretary of review
D l /E
Develop Establish
bli h llearning
i environment
i M
Members
b environment
i created
d th Mi
the Ministry
it annually.
ll
Understood Review by
CCD with ACCDs, Plan of action / & Applied CCD &
CDOO,, BOD & Strategy
gy ppaper
p strategic
g pplan Secretary
y of Once in one
Formulate strategy or plan of actions Members formulated of action the Ministry year
Better Review by
cooperative CCD &
CCD through system Secretary of
ACCDs & CDOO Team sprit developed implemented the Ministry Quarterly
Develop Team Sprit
Stakeholders Review by
understood CCD & As soon as
CCD with ACCDs, role and Secretary of possible and
CDOO, BOD & Best Practices on responsibiliti the Ministry review
Facilitate Collective Action Members Group Action es annually.
CCD with ACCDs, Co-operative societies Stakeholder CCD & possible and
Create opportunities for sharing of CDOO, BOD & based improvement partnerships Secretary of review
resources Members activities established the Ministry annually.
Review by
CCD with ACCDs, Involved CCD &
CDOO, BOD & faster Secretary of As and when
Give feedback to staff Members Resolving problems activities the Ministry required
2. Mobilize
& Resource
R
Support
(Includes
National
Linkage;
Partnership
with Private
Sector;
Network
with
INGO/NGO/
Civil Society;
Access National &
Donor Provincial & National level meetings & CCD with ACCDs, Provincial
Support) seminars ((Identify
y Stakeholders & CDOO,, BOD & Meetingg minutes and ppolicies Related
Partners) Members reports implemented institution Quarterly
Coordination
Implement National relief & of centre &
Development program on behalf of CCD with ACCDs,
ACCDs Provincial
National agencies, INGO, NGOs & other CDOO, BOD & Centre – Province partnerships Related As and when
donors Members partnership established institution required
Better
technology,
Co-operative programs transfer & As soon as
CCD with ACCDs, for exchange/ transfer knowledge possible and
Facilitate exchange/ transfer of CDOO, BOD & of knowledge/ networking review
knowledge/ technology Members technology formulated Line staff annually.
Promotion of
co-operative
sector with
CCD with ACCDs, other
Establish program for promotion of Co- CDOO, BOD & Co-operative sector organization As and when
operative sector Members development programs established required
Partnership through co- MOU with
Enter into Memorandum of CCD with ACCDs, operative sector other private Review by
Understanding to develop Co-operative CDOO, BOD & activity with other organization secretary of As and when
sector Members organization created the ministry required
Co-operation
amongg donor
Establish formal/informal contact with Donor expression of agency Donor
donors CCD interest formulated agencies Continuously
Better
Reports on NPC / project
Ministry/ Line implemented
Departments on for the
Participate in project preparation & CCD, ACCD & commitments and benefit of the Donor
negotiations
i i BOD b fi
benefits people
l agencies
i C
Continuously
i l
Causes for delays/ Review by
Monitor and review progress of project & CCD, ACCD & slippage identified and secretary of
other activities in Co operative sector
Co-operative BOD corrected the ministry Continuously
Timely
utilization of
funds &
activities
strengthened
3.Manage
Performance
(Define
Responsibilit
y; Establish
Processes;
Set
Procedures;
Standards of
Conduct; Improved
I d
Oversee delegation of
Special authority &
Institutions) Delegation of Responsibility & job Availability of job responsibility
description (Responsibility chart) CCD with ACCD description established Annually
Established
effective
Human Resource Human
Cadre creation CCD with ACCD development Resource Annually
Effective
service
IInitiation
iti ti off change
h managementt CCD, ACCD &
CCD Streamlined
St li d service
i process
practices BOD process formulated Line staff Annually
Performed
effective
work /
responsibility Support of
Streamlined work / in line with NPC
Defined work/ service responsibility CCD with ACCD Responsibility procedures administration Annually
Application of Administration Regulation Standard of
, Financial Regulation & Other CCD with ACCD Time management & performance
innovative procedure & other office staff Discipline improved All staff Continuously
Effective &
CCD with ACCD, standard of
other office staff & Time management & performance
Maintain quality standard BOD Discipline improved All staff Continuously
Secretary,CCD, Individual performance Improved Secretary,
Performance appraisal ACCDs,CDOO appraisal reports performance PPA Half year
Quarterly progress
Establish Monitoring & staff supervising Secretary,CCD, reports & completion Achieved
system ACCDs,CDOO reports targets Quarterly
As soon as
Provide marketing Sustainable Review by possible and
Create awareness of the service rendering CCD with ACCDs facility & marketing secretary of review
by Co-operative organizations & CDOO dissemination reports established the ministry. annually.
E
Empowerment off rurall U lif d
Uplifted
sector & formation & Socio
Overseas activity of Co-operative Secretary,CCD, strengthening of economic As and when
Societies ACCDs,CDOO CBOO development
p CCD required
q
4.Coordinati Developed Support from
on CCD with ACCDs, public and other
Conduct Workshop, Seminars & CDOO, BOD, Close liaison with personnel ministries &
Meetings & awareness programs Members & public public improved rapport Departments Continuously
(Includes
Liaising with
the Public;
Image
building;
Implement
Devolution;; Public
Mediate awareness on
Conflicts; Presentation of successful Support from
Handle Highlighting success interventions in CCD,ACCD & successful interventions other
Grievances) mass media BOD interventions created institutions Continuously
Public
awareness on
Presentation of successful Support from
CCD,ACCD & successful interventions other
Annual celebration BOD interventions created institutions Continuously
Service
Service responsibility responsibility Support from
Delegation of service responsibility CCD with ACCD frame work delegated other Continuously
Decision
devolved to
line of
Decision frame work administratio
Define decision making frame work CCD with ACCD circulated n institutions Continuously
Support from
other
institutions
Amicable solution &
CCD,ACCD,
CCD ACCD BOD arri
arriving
ing to suitable
s itable Established CDOO,BOD
CDOO BOD
Group discussion & members decision team sprit & Members Continuously
Amicable solution&
arriving
g to suitable Conflict CDOO,BOD
,
Arbitration procedure CCD with ACCD decision resolved & Members Continuously
5.Managing
Information(
Includes
Provide
Information; Effective
Provide data base
A
Access tto Preparation
i off Database,
b maintain
i i andd CC with
CCD i h ACCDs,
ACC Necessary iinformation
f i system CDOO,BOD
C OO O
Information) update CDOO, BOD saved & released created & Members Continuously
Fixing carder,
CCD with ACCD promotion, transfer & Better HRM CDOO,BOD
Establish & develop HRM & CDOO retiring established & Members Continuously
Speedy
information
Establish MIS (Management Information Secretary,CCD,
Secretary CCD System
System) ACCDs,CDOO Database creation formulated Continuously
Better HRM
in co-
Fixing cadre for operative
CCD with ACCD societies & Training of organization CDOO,BOD
Develop HRM of Co-operative societies & CDOO such cadre established & Members Continuously
Achieved
awareness on
co-operative
CCD with ACCD Annual implementation sector
Preparation of annual plan & BOD plan prepared activities Continuously
6.Institution
al
Development
(I l d
(Includes
Delineate
Organization
al Action
System; Effective
Delineate inter
HRM organizationa
System) Role & responsibility l system
Establishment of District Offices CCD with ACCD on micro level established Line staff Continuously
Career
Development
& Effective
ff i
service in the
co-operative
Establishment of Co-operative
p Training
g CCD with ACCD New skills & sector Principal
p &
Institute & Principal knowledge established other trainers Continuously
Better
people’s
organization
for the
development
& delivery of
services to
Organizing & Registering of Co- CCD with ACCD Co-operative Society the country is CDOO,BOD
operative Societies & CDOO registered established & Members Continuously
Sustainable
livelihood
service for
upgrading
Rural Bank activities & standard of
co-operative
other co operative living of the
Monitoring & supervision of micro credit CCD with ACCD societies involved in people is BOD &
services & CDOO micro credit services formulated Members Continuously
Stream lined
Monitoring & follow
follo the effective
effecti e
Review and progress meeting CCD with ACCD up action service Continuously
Created
Awareness
of financial
position &
performance
Indicate the financial of co
co-
position & operative
performance societies to
CCD with ACCD improvement of co- its CDOO,BOD
A dit investigation
Audit, i ti ti & iinquiries
ii & CDOO operative
ti societies
i ti shareholders
h h ld &MMembers
b C
Continuously
ti l
Improved
CCD with ACCD, effective
Coachingg AO & CDOO Experience
p share service Continuouslyy
Established
smooth
CCD with ACCD organization Review by
Good working environment & CDOO More productivity function secretary
secretary, PPA Annually
Formulated
better
internal
control & Review by
CCD with ACCD Staff supervision & staff secretary, PPA
Establish staff supervision & appraisal & CDOO appraisal system utilization & MDTD Annually
7.Capacity
Building and
Training
(Includes
Enhance
Knowledge
and Skills, Established
Orient Efficient &
Attitudes; effective
Improve ACCD,CDOO,
ACCD CDOO service
System & BOD, Members & New skills & delivery Principal &
Procedures) Conduct training program Employees knowledge system other trainers Continuously
Q
Quality
y
service
CCD with ACCD Identify Problem & system Line staff &
Conduct quality circle meeting & other office staff corrective action formulated BOD Continuously
Quality
Identify issues, service
problems & corrective system Line staff & Whenever
Exposure visit CCD with ACCD action formulated BOD Necessary
Improved
CCD with ACCD New skills & Human Principal &
Provide learning facilities & other office staff knowledge Resource Trainers Continuously
New skills &
CCD with national New skills & Knowledge
Creating new systems institution knowledge introduced Planning staff Continuously
Developed
CCD with ACCD Systems and better team
Group discussion & other office staff procedures streamlined sprit Planning staff Continuously
Management (Include
Allocate Assess resource allocations based on CCD with ACCD Reliable estimate Expenditure
Resources) local needs & Accountant produced Regularized DCS Finance Annually
Expenditure
Non bias fund made
Define criteria for capital fund apportion CCD with apportion between according to
between the districts Accountant districts needs DCS Finance Annually
Capital
expenditure
Assessment and recommendation of CCD with Capital expenditure Properly
capital expenditure requirement Accountant properly allocated utilized DCS Finance Annually
Preparation of submission of department
fi
financial
i l statement
t t t for
f approvall (Prepare
(P CCD with
ith Financial
Fi i l statement
t t t FR properly
l
budget) Accountant approved maintained DCS Finance Annually
2.Expenditur Financial
e management
Management Exercise supervision based on monthly CCD with ACCD properly
expenditure planning & Accountant Funds utilized in maintained Monthly
(Include
Manage
Expenditure) time DCS Finance
Funds released in line FR properly
Delegation of financial authority CCD with FR adhered DCS Finance Annually
Better
financial
control
Review of Audit quires CCD Proper financial control implemented Internal Audit Monthly
Maximum
utilization of
financial
CCD with ACCD FR properly resource is
Follow up tender procedure & Accountant maintained established DCS Finance Continuously
Better
financial
CCD with ACCD control
Ensure proper use of funds & Accountant Proper financial control established DCS Finance Continuously
CCD with ACCD Allocation
Ensure cash flow to local units & Accountant Funds released in time fully utilized DCS Finance Monthly
3.Budget
Monitoring
and
Expenditure
Review
(Monitor
Implementat Expenditure
ion Progress) Design a monitoring system for Co- CCD with Monitoring system properly
operative Department activities Accountant designed utilized DCS Finance Annually
P
Proper
Review bank reconciliation, Advance financial
account activity, Advance to public CCD with Monitoring system control
officer & Deposit account Accountant designed established DCS Finance Annually
Efficient
service
delivery
CCD with ACCD Procurement done in system
service delivery Procurement & Accountant time established DCS Finance Continuously
Proper
financial
Conduct
C d preview i meeting
i to monitor
i CC with
CCD i h ACCD
ACC Preview
i meetings
i hheld
ld controll
financial expenditure & Accountant regularly established DCS Finance Quarterly
3.Project 1.Programm
Management e /Project
of planning
Development (Include
Programs Policy streamlined
Planning activities
ti iti in
i Segment
S t llevell
Frame work; accordance officers should
Formulate Manual on Co- to Co- send their
Implementat operative policy operative respective
i Plans)
ion Pl ) Formulate implementation plan/ Quality framework & strategy policy reports about
assurance/Review policy guideline CCD with ACCD prepared framework their segments Annually
Segment level
Created officers should
Awareness send their
on Co- respective
Annual implementation operative views about
Preparation of Medium term plan/ CCD with ACCD plan prepared activities their segments Annually
Preparation of Long term plan
Better
performance
Review
Re ie the present service
ser ice delivery
deli er / Problem analysis
anal sis & system
s stem Re ie by
Review b
activities CCD with ACCD evaluate established secretary, PPA Quarterly
2.Developme
nt
Programme
and
Partnership
(Includes Coordination
Coordinate between
with Central and Central
Government Remedies on common Provincial Provincial
Agencies) P i i lC
Provincial Commissioner
i i meeting
ti N/CCD
N/CCD,P/CCDD
P/CCDD iissues iimprovedd CCD Monthly
M thl
Coordination
between
M/Secretary, P/M/ Central and
Secretary, N/CCD Remedies on common Provincial
Provincial Ministers meeting & P/CCDD issues improved Quarterly
Coordination
between
M/Secretary, P/M/ Central and
Secretary, N/CCD Remedies on common Provincial Where ever
National meeting & P/CCDD issues improved necessary
Urgent
issues Whenever
CCD,ACCD, To address current addressed Necessary
Special meeting INGO & NGOO special urgent issues promptly required
With other Issues
Provincial Coordination Committee ministry & To address current addressed
meeting Department special urgent issues promptly Quarterly
Activities
streamlined
in
accordance
Manual on Co- to Co-
operative policy operative
framework & strategy policy Review by
Prepare Long term investment plan CCD with ACCD prepared framework secretary, PPA Annually
Better
CCD, ACCD with p
performance
related national Problem analysis & system Review by
Review project management organization evaluate established secretary, PPA Quarterly
Proper
coordination
for
Involvement of Private Sector Private sector development
participation CCD with ACCD participation promoted established Continuously
3.Progress
Review and
Monitoring
(Includes
Monitor
Implementat Departmental
ion; Review Accountability & programs
Performance Obtaining progress review & conduct responsibility efficiently
) meeting CCD with ACCD established carried out Line staff Annually
Standards for maintained
Review pperformance of development
p p
Co- CCD, ACCD with professional in
operative sector Ensure quality related national Performance departmental
Management & evaluation organization established programs Line staff Continuously
Better Provincial
CCD, ACCD with performance Planning
Monitor & evaluation review progress related national Problem analysis & system Committee
report organization evaluate established Meeting Quarterly
CCD : - Commissioner of Co-operative Development

ACCD : - Assistant Commissioner of Co-operative Development
CDO : - Co-operative Development Officer
BOD : - BBoard
d off Di
Directors
t
N/CCD: - National Commissioner of Co-operative Development
P/CCD: - Provincial Commissioner of Co-operative Development
Activity Hand Book Activity Hand Book Activity Hand Book
ion / Achievement Compli Action / Achievement Compli Action / Achiev
Who mentary Time Categor Key Who mentary Time Categor Key Who
with Output Outcome Responsi Frame y Process How with Output Outcome Responsi Frame y Process How with Output
whom bility / whom bility / whom
Secretary Vision Long Chief As soon Set Secretary Vision Long Chief As soon Set Secretary Vision
with Statemen term Secretary as vision with Statemen term Secretary as vision with Statemen
Senior t Goal possible Senior t Goal possible Senior t
Manage known Manage known Manage
ment ment ment
Secretary Organiza Shared Chief As soon Assess Secretary Organiza Shared Chief As soon Assess Secretary Organiza
with tional orientatio Secretary as Organisat with tional orientatio Secretary as Organisat with tional
Senior value n possible ional Senior value n possible ional Senior value
Manage statement and Environ Manage statement and Environ Manage statement
ment review ment and ment review ment and ment
annually define annually define
values values
Secretary Culture Attained Chief Through Apply Secretary Culture Attained Chief Through Apply Secretary Culture
with and clear Secretary out the NPC with and clear Secretary out the NPC with and
Senior identity understan year culture Senior identity understan year culture Senior identity
Manage statement ding and Manage statement ding and Manage statement
ment related to about the identity ment related to about the identity ment related to
values traditiona values traditiona values
methodol l Values methodol l Values methodol
ogy Methodol ogy Methodol ogy
regarding ogy regarding ogy regarding
orientatio regarding orientatio regarding orientatio
n orientatio n orientatio n
practices. n and practices. n and practices.
agricultur agricultur
al al
practices practices
Secretary Mission Ministry Chief As soon Define Secretary Mission Ministry Chief As soon Define Secretary Mission
with Statemen Role & Secretary
as mission with Statemen Role & Secretary
as mission with Statemen
Senior t performa possible and Senior t performa possible and Senior t
Leader Leader
Manage nce and Goals Manage nce and Goals Manage
Ship Ship
ment known review ment known review ment
annually annually
Secretary Strategy Priority Chief As soon Formulat Secretary Strategy Priority Chief As soon Formulat Secretary Strategy
Genenra Genenra
with statement actions Secretary as e with statement actions Secretary as e with statement
l l
Senior set possible
p strategies
g Senior set possible
p strategies
g Senior
Manage Manage
Manage and Manage and Manage
ment ment
ment review ment review ment
annually annually
Secretary Organiza Good Chief As soon Define Secretary Organiza Good Chief As soon Define Secretary Organiza
with tion’s performa Secretary as key with tion’s performa Secretary as key with tion’s
Senior performa nce possible success Senior performa nce possible success Senior performa
Manage nce and factors Manage nce and factors Manage nce
mentt i di t
indicator review
i andd mentt i di t
indicator review
i andd mentt i di t
indicator
s annually indicator s annually indicator s
identified s identified s identified
Secretary Situation Better - As and Give Secretary Situation Better - As and Give Secretary Situation
with updated working when feedback with updated working when feedback with updated
Senior to staff environm required to staff Senior to staff environm required to staff Senior to staff
Manage ent Manage ent Manage
ment ment ment
Secretary Enhance Better - As and Establish Secretary Enhance Better - As and Establish Secretary Enhance
with d performa when Learning with d performa when Learning with d
Senior knowled nce required Environ Senior knowled nce required Environ Senior knowled
Manage ge ment. Manage ge ment. Manage ge
ment ment ment
Secretary Best Better - Through Develop Secretary Best Better - Through Develop Secretary Best
with practices performa out the team with practices performa out the team with practices
Senior on group nce & year sprit Senior on group nce & year sprit Senior on group
Manage action corporati Manage action corporati Manage action
ment develop on ment develop on ment develop
Secretary Working Better Regularl Create Secretary Working Better Regularl Create Secretary Working
with collective performa y opportuni with collective performa y opportuni with collective
Senior ly nce & ty for Senior ly nce & ty for Senior ly
Manage corporati collective Manage corporati collective Manage
ment on Motivate action ment on Motivate action ment
and and
S
Secretary
t Working
W ki B tt
Better As andd
A F ilit t Secretary
Facilitate S t W
Working
ki B
Better
tt A
As andd F
Facilitate
ilit t S
Secretary
t W
Working
ki
inspire inspire
with collective performa when collective with collective performa when collective with collective
Senior ly nce & required action Senior ly nce & required action Senior ly
Manage
g corporati
p Manage
g corporati
p Manage
g
ment on ment on ment
Secretary Stakehol Stakehol Chief Anually Identify Secretary Stakehol Stakehol Chief Anually Identify Secretary Stakehol
with der and der, Secretary stakehold with der and der, Secretary stakehold with der and
Senior partner Partner ers and Senior partner Partner ers and Senior partner
Manage identified support partners Manage identified support partners Manage identified
ment could be ment could be ment
planned planned
Secretary Working Better Review Anually Mobilise Foemulat Secretary Working Better Review Anually Mobilise Foemulat Secretary Working
with arrangem understan by Chief Support e with arrangem understan by Chief Support e with arrangem
Senior ent ding and Secretary stakchold Senior ent ding and Secretary stakchold Senior ent
Manage identfixt working ers / Manage identfixt working ers / Manage identfixt
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Manage and asset Equipme Manage and asset Equipme Manage
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Secretary Required Stakchol As soon Define Secretary Required Stakchol As soon Define Secretary Required
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Manage Service and performa Manage Service and performa Manage
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Secretary Employe - Genenra Define Secretary Employe - Genenra Define Secretary
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Senior the Manage nce Senior the Manage nce Senior
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Secretary Expectati Ministry - As soon Define Secretary Expectati Ministry - As soon Define Secretary Expectati
with ons & as the with ons & as the with ons
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Manage ent staff and ional and Manage ent staff and ional and Manage
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what to annually l what to annually l
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Secretary Quarterly Performa - Annually Define Secretary Quarterly Performa - Annually Define Secretary Quarterly
with assessme nce benchma with assessme nce benchma with assessme
Manage Manage
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g dutyy list d role and and dutyy Manage
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responsib annually responsib annually
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Secretary Reengine Better As and Introduce Secretary Reengine Better As and Introduce Secretary Reengine
with ering performa when facilitate with ering performa when facilitate with ering
Senior nce required & change Senior nce required & change Senior
Manage establish Manage establish Manage
mentt managem mentt managem mentt
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Secretary Good Stakehol Regularl Motivate Secretary Good Stakehol Regularl Motivate Secretary Good
with performa der y subordin with performa der y subordin with performa
Senior nce with consensu ates Senior nce with consensu ates Senior nce with
Manage dedicatio s on Manage dedicatio s on Manage dedicatio
ment n Ministry ment n Ministry ment n
Mission Mission
& Goals & Goals
Secretary Good Stakehol Regularl Image Secretary Good Stakehol Regularl Image Secretary Good
with performa der y building with performa der y building with performa
S i
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ith consensu S i
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& Goals & Goals
Secretary Quarterly Performa - Quarterly Assess Secretary Quarterly Performa - Quarterly Assess Secretary Quarterly
with meeting nce service with meeting nce service with meeting
Senior reports known delivery Senior reports known delivery Senior reports
Manage performa Manage performa Manage
ment nce ment nce ment
Secretary Circulars, Transpar NPA, As and Monitor Secretary Circulars, Transpar NPA, As and Monitor Secretary Circulars,
Manage Manage
with
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Senior ns and uniform l required ents Senior ns and uniform l required ents Senior ns and
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Manage Procurem system procurem Manage Procurem system procurem Manage Procurem
ment ent Guide ent cell ment ent Guide ent cell ment ent Guide
lines lines lines
Secretary Circulars,
Circulars Transpar NPA,
NPA As and Contract Secretary Circulars,
Circulars
with instructio ent Provincia when Manange with instructio ent Provincia when Manange with instructio
Senior ns and uniform l required ment Senior ns and uniform l required ment Senior ns and
Manage Procurem system procurem system Manage Procurem system procurem system Manage Procurem
mentt entt G
Guide
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lines lines lines
Secretary Reports Better Regularl Esrablish Secretary Reports Better Regularl Esrablish Secretary Reports
with on relations y / with on relations y / with on
Senior coordinat hip Participat Senior coordinat hip Participat Senior coordinat
Manage ion reduction e in inter - Manage ion reduction e in inter - Manage ion
ment meetings of gaps agency ment meetings of gaps agency ment meetings
at and avoid coordinat at and avoid coordinat at
Provincia duplicati ion Provincia duplicati ion Provincia
l& ons Arrange l& ons Arrange l&
Departm Genenra ments at Departm Genenra ments at Departm
ent Level l Provincia ent Level l Provincia ent Level
Manage l and Manage l and
ment Departm ment Departm
ent Level ent Level
Secretary Reports Understa - Quarterly Establish Secretary Reports Understa - Quarterly Establish Secretary Reports
with on nding of /Conduct with on nding of /Conduct with on
Senior Beneficia Beneficia periodic Senior Beneficia Beneficia periodic Senior Beneficia
Manage ry/Client ry/client meetings Manage ry/Client ry/client meetings Manage ry/Client
ment problems problems with ment problems problems with ment problems
beneficia beneficia
ries/clien ries/clien
ts ts
Secretary Meeting Better - Quarterly Establish Secretary Meeting Better - Quarterly Establish Secretary Meeting
with minutes performa /monthly /Conduct with minutes performa /monthly /Conduct with minutes
Senior nce oordinatioregular
g Senior nce oordinatioregular
g Senior
Manage staff Manage staff Manage
ment meetings ment meetings ment
Secretary A report Proper Review As and Assist to Secretary A report Proper Review As and Assist to Secretary A report
with describin impleme by when impleme with describin impleme by when impleme with describin
Senior g the ntation of Secretari required nt Senior g the ntation of Secretari required nt Senior g the
Manage actions National es national Manage actions National es national Manage actions
ment needs to level committe level ment needs to level committe level ment needs to
be taken program e program be taken program e program be taken
to ensure mes and mes and to ensure mes and mes and to ensure
proper activities activities proper activities activities proper
impleme are impleme are impleme
ntation of ensured
ensured. ntation of ensured
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national national national
level level level
program program program
mes and mes and mes and
activities activities activities
and and and
officers officers officers
responsib responsib responsib
le for le for le for
each each each
action. action. action.
Secretary Problems Support Review As and Coordina Report to Secretary Problems Support Review As and Coordina Report to Secretary Problems
with reported from by Chief when appropria with reported from by Chief when appropria with reported
Senior managem
g Secretary
y required
q te Senior managem
g Secretary
y required
q te Senior
Manage ent authoritie Manage ent authoritie Manage
ment s in any ment s in any ment
emergenc emergenc
ies ies
Secretary Periodic Facilittat Chief As and Identify Secretary Periodic Facilittat Chief As and Identify Secretary Periodic
with reports e review Secretary when informati with reports e review Secretary when informati with reports
Senior on inputs of required on needs Senior on inputs of required on needs Senior on inputs
Manage and performa and Manage and performa and Manage and
ment outputs nce establish ment outputs nce establish ment outputs
relavant MIS relavant MIS relavant
for for for
performa performa performa
nce nce nce
Secretary
S t Periodic
P i di Partners/
P t / Chief
Chi f H lf
Half Provide
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S t Periodic
P i di Partners/
P t / Chief
Chi f H lf
Half Provide
P id Secretary
S t Periodic
P i di
with reports Stakehol Secretary yearly informati with reports Stakehol Secretary yearly informati with reports
Senior Partners / ders on to Senior Partners / ders on to Senior Partners /
Manage Stakehol aware of Partners / Manage Stakehol aware of Partners / Manage Stakehol
ment ders Ministry Stakehol ment ders Ministry Stakehol ment ders
activities ders activities ders
Secretary Periodic
Beneficia Chief Half Provide Secretary Periodic Beneficia Chief Half Provide Secretary Periodic
Manage Manage
with report ries Secretary yearly Informati with report ries Secretary yearly Informati with report
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Senior Beneficia
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ion ion
Manage ries aware of Beneficia Manage ries aware of Beneficia Manage ries
ment /ClientMinistry ries ment /Client Ministry ries ment /Client
activities /Client activities /Client
Secretary Progress Improved Chief Monthly Maintaini Secretary Progress Improved Chief Monthly Maintaini Secretary Progress
with reports
p progress
p g Secretary
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p progress
p g Secretary
y ngg with reports
p
Senior database Senior database Senior
Manage Genenra and Manage Genenra and Manage
ment l updating ment l updating ment
Manage physical Manage physical
ment progress ment progress
of work of work
Secretary Availabil Better - As and Provide Secretary Availabil Better - As and Provide Secretary Availabil
with
ih i off
ity performa
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f i with
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informatii with
ih ity
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Senior reports nce required on to Senior reports nce required on to Senior reports
Manage stakehold Manage stakehold Manage
ment ers and ment ers and ment
partners partners
Secretary Updated Clarity of Chief As soon Review Secretary Updated Clarity of Chief As soon Review Secretary Updated
with Departm departme Secretary as Ministry with Departm departme Secretary as Ministry with Departm
Senior ent ntal possible functions Senior ent ntal possible functions Senior ent
Manage organizat functions and and Manage organizat functions and and Manage organizat
ment ion . review organizat ment ion . review organizat ment ion
functions once in ional functions once in ional functions
and three structure and three structure and
structure years structure years structure
Secretary Statemen Each Review Review Review Secretary Statemen Each Review Review Review Secretary Statemen
with
ith t of staff in by
b Chief annually
ann all delegatio with
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ith t of
Senior Delegatio the Secretary n of Senior Delegatio the Secretary n of Senior Delegatio
Manage n at Ministry Instituti functions Manage n at Ministry Instituti functions Manage n at
ment different is aware onal ment different is aware onal ment different
level about develop level about develop level
fixed their ment fixed their ment fixed
authority authority
and and
responsib responsib
ility. ility.
Secretary Instructio Activities Chief As and Issue Secretary Instructio Activities Chief As and Issue Secretary Instructio
with
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t li SSecretary
t when
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Senior guidance ed required instructio Senior guidance ed required instructio Senior guidance
Manage given ns and Manage given ns and Manage given
ment guide ment guide ment
lines lines
Secretary MinistryEach Chief As soon Adopt/re Secretary MinistryEach Chief As soon Adopt/re Secretary Ministry
with Rules, staff in Secretary as view with Rules, staff in Secretary as view with Rules,
Senior Circularthe possible Ministry Senior Circularthe possible Ministry Senior Circular
Manage instructio
Ministry and rules Manage instructio
ment ns and is aware review ment ns and is aware review ment ns and
guide about the annually guide about the annually guide
lines rules, lines rules, lines
regulatio regulatio
ns and ns and
procedur procedur
es to be es to be
adopted adopted
in in
attending attending
administr administr
ation ation
matters matters
and this Instituti and this Instituti
ensures onal ensures onal
uniform, develop uniform, develop
consisten ment consisten ment
t t
approach approach
within within
the the
institutio institutio
Secretary Staff Better Chief As soon Establish Secretary Staff Better Chief As soon Establish Secretary Staff
with supervisi internal Secretary as staff with supervisi internal Secretary as staff with supervisi
Senior on and control possible supervisi Senior on and control possible supervisi Senior on and
Manage appraisal and on and Manage appraisal and on and Manage appraisal
ment system review appraisal ment system review appraisal ment system
annually annually
Secretary Successi Improved Chief As and Formulat Secretary Successi Improved Chief As and Formulat Secretary Successi
with on plan organizat Secretary when e with on plan organizat Secretary when e with on plan
Senior statement ional required successio Senior statement ional required successio Senior statement
Manage performa n plan Manage performa n plan Manage
ment nce Genenra ment nce Genenra ment
l l
Manage Manage
Secretary Skill Improve MDTD, Through Provide Secretary Skill Improve MDTD, Through Provide Secretary Skill
ment ment
, Head of Develop ment of SLIDA out the updated , Head of Develop ment of SLIDA out the updated , Head of Develop
Departm ment performa year informati Departm ment performa year informati Departm ment
ents & nce when on and ents & nce when on and ents &
Senior opportuni enhance Senior opportuni enhance Senior
managem ty arises the managem ty arises the managem
ent Team knowled ent Team knowled ent Team
ge andd ge andd
skills of skills of
employee employee
s s
Secretary Skill Improve Review when Provide Secretary Skill Improve Review when Provide Secretary Skill
, Head of Develop ment of by opportuni facilities , Head of Develop ment of by opportuni facilities , Head of Develop
Departm ment performa MDTD ty arises to Departm ment performa MDTD ty arises to Departm ment
ents
t & nce andd employee
l ents
l ents
t &
Senior Secretary s in Senior Secretary s in Senior
managem , career managem , career managem
ent Team M/Public y develop
Capacity
p ent Team M/Public y develop
Capacity
p ent Team
Administ building ment Administ building ment
ration ration
Secretary Skill Improve MDTD when Provide Secretary Skill Improve MDTD when Provide Secretary Skill
, Head of Develop ment of opportuni training , Head of Develop ment of opportuni training , Head of Develop
Departm ment performa ty arises in office Departm ment performa ty arises in office Departm ment
ents & nce automati ents & nce automati ents &
Senior on Senior on Senior
managem managem managem
ent Team ent Team ent Team
Secretary Professio Improve Secretary when Provide Secretary Professio Improve Secretary when Provide Secretary Professio
, Head of nal ment of & Chief opportuni opportuni , Head of nal ment of & Chief opportuni opportuni , Head of nal
Departm exposure performa Secretary ty arises ties for Departm exposure performa Secretary ty arises ties for Departm exposure
ents & nce local/fore ents & nce local/fore ents &
Senior ign Senior ign Senior
managem professio managem professio managem
ent Team nal ent Team nal ent Team
training. training.
Secretary Medium Clarity in Chief Annually Assess Secretary Medium Clarity in Chief Annually Assess Secretary Medium
, Head of term medium
medi m Secretary
Secretar Medi m
Medium- , Head of term medium
medi m Secretary
Secretar Medi m
Medium- , Head of term
Departm forecast term , DCS(F), term Departm forecast term , DCS(F), term Departm forecast
ents & requirem DCS (P) Financia demand ents & requirem DCS (P) Financia demand ents &
Senior ent. l Budgetin for Senior ent. l Budgetin for Senior
managem Manage g service managem Manage g service managem
ent Team ment provided ent Team ment provided ent Team
by the by the
Ministryy Ministryy
Secretary Recurren Clarity in DCS(F), Annually Assess/re Secretary Recurren Clarity in DCS(F), Annually Assess/re Secretary Recurren
with t needs recurrent view with t needs recurrent view with t needs
Senior identified expendit recurrent Senior identified expendit recurrent Senior identified
M
Manage ure needs
d expendit
dit M
Manage ure needs
d expendit
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Manage
ment ure needs ment ure needs ment
Secretaryy Budget
g Clarityy in Chief Annuallyy Preparati
p Secretaryy Budget
p Secretaryy Budget
g
, Head of book expendit Secretary on of , Head of book expendit Secretary on of , Head of book
Departm ure , Ministry Departm ure , Ministry Departm
ents & priorities DCS(F), & ents & priorities DCS(F), & ents &
Senior and DCS (P) Departm Senior and DCS (P) Departm Senior
managem purpose Budgetin ental managem purpose Budgetin ental managem
ent Team g Budget ent Team g Budget ent Team
Secretary Project Improved Annually Prepare Secretary Project Improved Annually Prepare Secretary Project
, Head of proposals develop documen , Head of proposals develop documen , Head of proposals
Departm , Works ment. ts for Departm , Works ment. ts for Departm , Works
ents & Estimates obtaining ents & Estimates obtaining ents & Estimates
Senior allocatio Senior allocatio Senior
managem n of managem n of managem
ent Team funds for ent Team funds for ent Team
develop develop
ment ment
activities activities
Secretary Financial Improved Chief As soon Establish Secretary
Financial Improved Chief As soon Establish Secretary Financial
with control Financial Secretary as Financial with control Financial Secretary as Financial with control
Senior system Control , DCS(F) possible Control t Senior system Control , DCS(F) possible Control t Senior system
Manage documen and system Manage documen and system Manage documen
ment t review ment t review ment t
annually annually
Secretary Delegatio Improved Secretary Annually Estabilis Secretary Delegatio Improved Secretary Annually Estabilis Secretary Delegatio
, Chief n organizat h/ , Chief n organizat h/ , Chief n
Accounta statement ional review Accounta statement ional review Accounta statement
nt performa Financia financial nt performa Financia financial nt
nce l managem nce l managem
Manage ent Manage ent
ment delegatio ment delegatio
n within n within
departme departme
Secretary Procurme Good Procume As soon Estabilis Secretary Procurme Good Procume As soon Estabilis Secretary Procurme
, Head of nt financial nt cell as h good , Head of nt financial nt cell as h good , Head of nt
Departm committe managem DCS(F) possible Procurem Departm committe managem DCS(F) possible Procurem Departm committe
ents & e, TEC ent and ent ents & e, TEC ent and ent ents & e, TEC
Senior reports, review practices Senior reports, review practices Senior reports,
managem no audit annually managem no audit annually managem no audit
ent Team quarries Expendit ent Team quarries Expendit ent Team quarries
ure ure
Manage Manage
Manage Manage
Secretary PC System Chief Annually Constitut Secretary PC System Chief Annually Constitut Secretary PC
ment ment
establish requirem Secretary e establish requirem Secretary e establish
ed ent and Procurem ed ent and Procurem ed
transpare ent transpare ent
ncy in Boards ncy in Boards
procurem procurem
ent ent
Secretary Clarity Improved As and Issue Secretary Clarity Improved As and Issue Secretary Clarity
, Chief establish Financial when circular , Chief establish Financial when circular , Chief establish
Accounta ed Control required instructio Accounta ed Control required instructio Accounta ed
nt ns and nt ns and nt
guide guide
lines lines
Chief Expendit Improved Through Maintain Chief Expendit Improved Through Maintain Chief Expendit
Accounta ure Financial out the up-dated Accounta ure Financial out the up-dated Accounta ure
nt statement Control year informati nt statement Control year informati nt statement
s on on s on on s
recurrent recurrent
and and
capital capital
expendit expendit
ure ure
Secretary Updated Improved - Monthly Minimize Secretary Updated Improved - Monthly Minimize Secretary Updated
, Chief progress
p g performa
p cost , Chief pprogress
g pperforma cost , Chief p g
progress
Accounta reports nce & overrun Accounta reports nce & overrun Accounta reports
nt task nt task nt
achievem achievem
ent Expendit ent Expendit
ure ure
Secretary Financial Improved - Monthly Manage Ensure Secretary Financial Improved - Monthly Manage Ensure Secretary Financial
, Chief statement performa ment proper , Chief statement performa ment proper , Chief statement
A
Accounta s nce & use off A
Accounta s
nt task funds nt task funds nt
achievem achievem
ent ent
Secretary Monthly Financial DCS (F) Monthly Review Secretary Monthly Financial DCS (F) Monthly Review Secretary Monthly
, Head of expendit performa capital , Head of expendit performa capital , Head of expendit
Departm ure nce and Departm ure nce and Departm ure
ents & reports monitore recurrent ents & reports monitore recurrent ents & reports
Senior d. expendit Senior d. expendit Senior
managem ure managem ure managem
Secretary Monthly Better - Monthly Review Secretary Monthly Better - Monthly Review Secretary Monthly
, Chief position financial Bank , Chief position financial Bank , Chief position
Accounta known control. Reconcili Accounta known control. Reconcili Accounta known
nt ation, nt ation, nt
Financia Advance Financia Advance
l Account l Account
Manage activity, Manage activity,
ment Advance ment Advance
to ppublic to ppublic
officers officers
and and
Monitori Deposit Monitori Deposit
ng and account.
account ng and account.
account
expendit expendit
Secretary Less Better - Through Maintain Secretary Less Better - Through Maintain Secretary Less
ure ure
, Chief Audit Financial out the financial , Chief Audit Financial out the financial , Chief Audit
review review
Accounta clarificati performa
p year
y discipline
p Accounta clarificati performa
p year
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p Accounta clarificati
nt on nce nt on nce nt on
Secretary Updated Better Monthly Update Secretary Updated Better Monthly Update Secretary Updated
, Chief financial Financial informati , Chief financial Financial informati , Chief financial
Accounta managem performa on on Accounta managem performa on on Accounta managem
nt ent nce General nt ent nce General nt ent
Treasury Treasury
circulars circulars
and and
Inland Inland
Revenue Revenue
circulars circulars
for for
impleme impleme
ntation ntation
Secretary Updated Better Chief Monthly Review Secretary Updated Better Chief Monthly Review Secretary Updated
, Chief audit financial Secretary audit , Chief audit financial Secretary audit , Chief audit
Accounta statement discipline clarificati Accounta statement discipline clarificati Accounta statement
nt s ons nt s ons nt s
Secretary Strategy Priority Secretary Annually Develop Service Review Secretary Strategy Priority Secretary Annually Develop Service Review Secretary Strategy
, Head of statement actions , DCS (P) ment Delivery provincia , Head of statement actions , DCS (P) ment Delivery provincia , Head of statement
Departm set Program l Departm set Program l Departm
ents
t & me & guideline
id li ents
t & me & guideline
id li ents
t &
Senior Service s on Senior Service s on Senior
managem formulati managem formulati managem
ent Team on , ent Team on , ent Team
impleme impleme
ntation, ntation,
and and
coordinat coordinat
ion of ion of
plans for plans for
provincia provincia
l service l service
delivery delivery
Secretary Updated Clarity in Secretary As soon Update Secretary Updated Clarity in Secretary As soon Update Secretary Updated
, Head of sectoral responsib , DCS (P) as guideline , Head of sectoral responsib , DCS (P) as guideline , Head of sectoral
Departm guide ility possible on Departm guide ility possible on Departm guide
ents & lines and formulati ents & lines and formulati ents & lines
Senior review on of Senior review on of Senior
managem annually sectoral managem annually sectoral managem
ent Team service ent Team service ent Team
delivery delivery
plan plan
Secretary
S t Identified
Id tifi d Clarity
Cl it ini S
Secretary
t A soon
As Review
R i Secretary
S t Identified
Id tifi d Clarity
Cl it ini S
Secretary
t A soon
As Review
R i Secretary
S t Id tifi d
Identified
, Head of responsib role and , DCS (P) as Sectoral , Head of responsib role and , DCS (P) as Sectoral , Head of responsib
Departm ilitiew responsib possible service Departm ilitiew responsib possible service Departm ilitiew
ents & ility and delivery ents & ility and delivery ents &
Senior review responsib Senior review responsib Senior
managem annually ility managem annually ility managem
Secretary MDP Priorities Secretary As soon Prepare Secretary MDP Priorities Secretary As soon Prepare Secretary MDP
, Head of identified identified , DCS (P) as Medium , Head of identified identified , DCS (P) as Medium , Head of identified
Departm possible Term Departm possible Term Departm
ents
t & andd service
i ents
t & andd service
i ents
t &
Senior review delivery Senior review delivery Senior
managem annually Service plan managem annually Service plan managem
ent Team Delivery
y ent Team Delivery
y ent Team
Secretary Long Priorities Secretary As soon Prepare Secretary Long Priorities Secretary As soon Prepare Secretary Long
, Head of term plan identified , DCS (P) as long term , Head of term plan identified , DCS (P) as long term , Head of term plan
Departm identified possible investme Departm identified possible investme Departm identified
ents & and nt plan ents & and nt plan ents &
Senior review Senior review Senior
managem annually managem annually managem
Secretary Annual Delivery Secretary Annually Develop Prepare Secretary Annual Delivery Secretary Annually Develop Prepare Secretary Annual
, Head of plan target , DCS (P) ment annual , Head of plan target , DCS (P) ment annual , Head of plan
Departm identified identified Program impleme Departm identified identified Program impleme Departm identified
ents & me & ntation ents & me & ntation ents &
Senior Service plan Senior Service plan Senior
Secretary Responsi Better Annually Review Secretary Responsi Better Annually Review Secretary Responsi
with
ith bilit
bility performa
f ddelegatio
l ti with
ith bilit
bility performa
f ddelegatio
l ti with
ith bilit
bility
Senior fixed nce n of Senior fixed nce n of Senior fixed
Manage functionsManage functionsManage
ment ment ment
Secretary Partner Resource Chief Annually Mobilize Secretary Partner Resource Chief Annually Mobilize Secretary Partner
/Stakehol support Secretary Resource /Stakehol support Secretary Resource /Stakehol
der commitm , DCS Support der commitm , DCS Support der
support ent Planning for support ent Planning for support
program financing program financing program
me Medium- me Medium- me
term term
Service Service
delivery delivery
plan plan
Secretaryy Smooth Smooth Chief Through
g Coordina Secretaryy Smooth Smooth Chief Through
g Coordina Secretaryy Smooth
Develop
D l Develop
D l
cash flow running Secretary out the te with cash flow running Secretary out the te with cash flow
ment ment
ensured of project , DCS (F) year the client ensured of project , DCS (F) year the client ensured
coordina coordina
for for
tion tion
maintaini maintaini
ng cash ng cash
flow flow
Secretary Updated Improved Chief Monthly Attend Secretary Updated Improved Chief Monthly Attend Secretary Updated
progress performa Secretary sectoral progress performa Secretary sectoral progress
reports nce review reports nce review reports
meetings meetings
Secretary Bottlenec Improved - Quarterly Review Secretary Bottlenec Improved - Quarterly Review Secretary Bottlenec
ks performa project ks performa project ks
identified nce managem identified nce managem identified
ent ent
Secretary Reports Better Quarterly Review Secretary Reports Better Quarterly Review Secretary Reports
with on the performa / impleme with on the performa / impleme with on the
Senior status of nce annually ntation Senior status of nce annually ntation Senior status of
Manage service status Manage service status Manage service
ment delivery and ment delivery and ment delivery
update update
service service
delivery delivery
improve improve
De elop
Develop De elop
Develop
Progress ment Progress ment
ment ment
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Improved Chief As and Formulat Secretary Successi Improved Chief As and Formulat Secretary Successi Improved Chief
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obtaining ents & Estimates obtaining ents & Estimates
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n of managem n of managem
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annually managem no audit annually managem no audit
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Better - Monthly Review Secretary Monthly Better - Monthly Review Secretary Monthly Better -
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as guideline , Head of sectoral responsib , DCS (P) as guideline , Head of sectoral responsib , DCS (P) as
possible on Departm guide ility possible on Departm guide ility possible
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annually ility managem annually ility managem annually
ent Team ent Team
As soon Prepare Secretary MDP Priorities Secretary As soon Prepare Secretary MDP Priorities Secretary As soon
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possible Term Departm possible Term Departm possible
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annually Service plan managem annually Service plan managem annually
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As soon Prepare Secretary Long Priorities Secretary As soon Prepare Secretary Long Priorities Secretary As soon
as long term , Head of term plan identified , DCS (P) as long term , Head of term plan identified , DCS (P) as
possible investme Departm identified possible investme Departm identified possible
and nt plan ents & and nt plan ents & and
review Senior review Senior review
annually managem annually managem annually
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Annually Develop Prepare Secretary Annual Delivery Secretary Annually Develop Prepare Secretary Annual Delivery Secretary Annually Develop
ment annual , Head of plan target , DCS (P) ment annual , Head of plan target , DCS (P) ment
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managem managem
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ith bilit
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Annually Mobilize Secretary Partner Resource Chief Annually Mobilize Secretary Partner Resource Chief Annually
Resource /Stakehol support Secretary Resource /Stakehol support Secretary
Support der commitm , DCS Support der commitm , DCS
for support ent Planning for support ent Planning
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Monthly Attend Secretary Updated Improved Chief Monthly Attend Secretary Updated Improved Chief Monthly
sectoral progress performa Secretary sectoral progress performa Secretary
review reports nce review reports nce
meetings meetings
Quarterly Review Secretary Bottlenec Improved - Quarterly Review Secretary Bottlenec Improved - Quarterly
project ks performa project ks performa
managem identified nce managem identified nce
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Quarterly Review Secretary Reports Better Quarterly Review Secretary Reports Better Quarterly
/ impleme with on the performa / impleme with on the performa /
annually ntation Senior status of nce annually ntation Senior status of nce annually
update update
service service
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De elop
Develop De elop
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Once in monitori Conduct Secretary Progress constrain Stakehol Once in monitori Conduct Secretary Progress constrain Stakehol Once in
me & me & me &
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Manage minutes and Manage minutes and
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chart and Manageg ent chart and Manage
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Action / Achievement Compli Action / Achievement Compli Acti
Key Who mentary Time Categor Key Who mentary Time Categor Key
Process How with Output Outcome Responsi Frame y Process How with Output Outcome Responsi Frame y Process How
Set Secretary Vision Long Chief As soon Set Secretary Vision Long Chief As soon Set
vision with Statemen term Secretary as vision with Statemen term Secretary as vision
Senior t Goal possible Senior t Goal possible
ment ment
Assess Secretary Organiza Shared Chief As soon Assess Secretary Organiza Shared Chief As soon Assess
Organisat with tional orientatio Secretary as Organisat with tional orientatio Secretary as Organisat
ional Senior value n possible ional Senior value n possible ional
Environ Manage statement and Environ Manage statement and Environ
ment and ment review ment and ment review ment and
define annually define annually define
values values values
Apply Secretary Culture Attained Chief Through Apply Secretary Culture Attained Chief Through Apply
NPC with and clear Secretary out the NPC with and clear Secretary out the NPC
culture Senior identity understan year culture Senior identity understan year culture
and Manage statement ding and Manage statement ding and
identity ment related to about the identity ment related to about the identity
al al
practices practices
Define Secretary Mission Ministry Chief As soon Define Secretary Mission Ministry Chief As soon Define
mission with Statemen Role & Secretary
as mission
and Senior t performa possible and Senior t performa possible and
Leader Leader Leader
Goals Manage nce and Goals Manage nce and Goals
Ship Ship Ship
ment known review ment known review
annually annually
Formulat Secretary Strategy Priority Chief As soon Formulat Secretary Strategy Priority Chief As soon Formulat
Genenra Genenra
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l l
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Manage Manage
Manage and Manage and
ment ment
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annually annually
Define Secretary Organiza Good Chief As soon Define Secretary Organiza Good Chief As soon Define
key with tion’s performa Secretary as key with tion’s performa Secretary as key
success Senior performa nce possible success Senior performa nce possible success
factors Manage nce and factors Manage nce and factors
andd mentt i di t
indicator review
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indicator s annually indicator s annually indicator
s identified s identified s
Give Secretary Situation Better - As and Give Secretary Situation Better - As and Give
feedback with updated working when feedback with updated working when feedback
to staff Senior to staff environm required to staff Senior to staff environm required to staff
ment ment
Establish Secretary Enhance Better - As and Establish Secretary Enhance Better - As and Establish
Learning with d performa when Learning with d performa when Learning
Environ Senior knowled nce required Environ Senior knowled nce required Environ
ment. Manage ge ment. Manage ge ment.
ment ment
Develop Secretary Best Better - Through Develop Secretary Best Better - Through Develop
team with practices performa out the team with practices performa out the team
sprit Senior on group nce & year sprit Senior on group nce & year sprit
Create Secretary Working Better Regularl Create Secretary Working Better Regularl Create
opportuni with collective performa y opportuni with collective performa y opportuni
ty for Senior ly nce & ty for Senior ly nce & ty for
collective Manage corporati collective Manage corporati collective
Motivate action ment on Motivate action ment on Motivate action
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F ilit t Secretary
Facilitate S t W ki
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collective with collective performa when collective with collective performa when collective
action Senior ly nce & required action Senior ly nce & required action
Manage
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Identify Secretary Stakehol Stakehol Chief Anually Identify Secretary Stakehol Stakehol Chief Anually Identify
stakehold with der and der, Secretary stakehold with der and der, Secretary stakehold
ers and Senior partner Partner ers and Senior partner Partner ers and
partners Manage identified support partners Manage identified support partners
planned planned
Mobilise Foemulat Secretary Working Better Review Anually Mobilise Foemulat Secretary Working Better Review Anually Mobilise Foemulat
Support e with arrangem understan by Chief Support e with arrangem understan by Chief Support e
stakchold Senior ent ding and Secretary stakchold Senior ent ding and Secretary stakchold
ers / Manage identfixt working ers / Manage identfixt working ers /
partners ment envirome partners ment envirome partners
working nt working nt working
arrangem arrangem arrangem
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hhuman
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requirem Manage staff ent , PPA & requirem Manage staff ent , PPA & requirem
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Mobilise Mobilise Mobilise
status of with of assets ment by status of with of assets ment by status of
Resourc Resourc Resourc
office Senior position identified Secretary office Senior position identified Secretary office
e e e
Equipme Manage and asset Equipme Manage and asset Equipme
nt / ment position nt / ment position nt /
vehicles / updated vehicles / updated vehicles /
machiner machiner machiner
ies / ies / ies /
fixed and fixed and fixed and
movable
bl movable
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assets assets assets
Define Secretary Required Stakchol As soon Define Secretary Required Stakchol As soon Define
service with standard ders as service with standard ders as service
delivery Senior defined know the possible delivery Senior defined know the possible delivery
performa Manage Service and performa Manage Service and performa
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standards
t d d standards
t d d annually
ll standards
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Define Secretary Employe - Genenra Define Secretary Employe - Genenra Define
performa with es know l performa with es know l performa
nce Senior the Manage nce Senior the Manage nce
Appraisal Manage Service ment Appraisal Manage Service ment Appraisal
scheme ment delivery scheme ment delivery scheme
standards standards
Define Secretary Expectati Ministry - As soon Define Secretary Expectati Ministry - As soon Define
the with ons & as the with ons & as the
organizat Senior identified Departm possible organizat Senior identified Departm possible organizat
ional and Manage ent staff and ional and Manage ent staff and ional and
individua ment aware review individua ment aware review individua
l what to annually l what to annually l
expectati be expectati be expectati
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Define Secretary Quarterly Performa - Annually Define Secretary Quarterly Performa - Annually Define
benchma with assessme nce benchma with assessme nce benchma
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perform perform perform
milestone Manage milestone Manage milestone
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responsib with bility ders by as responsib with bility ders by as responsib
ility chart Senior chart and understan Secretary possible ility chart Senior chart and understan Secretary possible ility chart
and dutyy Manage
g dutyy list d role and and dutyy
list ment prepared and review list ment prepared and review list
ilities ilities
Introduce Secretary Reengine Better As and Introduce Secretary Reengine Better As and Introduce
facilitate with ering performa when facilitate with ering performa when facilitate
& change Senior nce required & change Senior nce required & change
establish Manage establish Manage establish
managem mentt managem mentt managem
ent ent ent
Motivate Secretary Good Stakehol Regularl Motivate Secretary Good Stakehol Regularl Motivate
subordin with performa der y subordin with performa der y subordin
ates Senior nce with consensu ates Senior nce with consensu ates
Mission Mission
& Goals & Goals
Image Secretary Good Stakehol Regularl Image Secretary Good Stakehol Regularl Image
building with performa der y building with performa der y building
S i
Senior nce with
ith consensu S i
Senior nce with
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Mission Mission
& Goals & Goals
Assess Secretary Quarterly Performa - Quarterly Assess Secretary Quarterly Performa - Quarterly Assess
service with meeting nce service with meeting nce service
delivery Senior reports known delivery Senior reports known delivery
performa Manage performa Manage performa
nce ment nce ment nce
Monitor Secretary Circulars, Transpar NPA, As and Monitor Secretary Circulars, Transpar NPA, As and Monitor
procurem with
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ents Senior ns and uniform l required ents Senior ns and uniform l required ents
ance ance ance
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Contract Secretary Circulars,

NPA As and Contract
Manange with instructio ent Provincia when Manange with instructio ent Provincia when Manange
ment Senior ns and uniform l required ment Senior ns and uniform l required ment
system Manage Procurem system procurem system Manage Procurem system procurem system
mentt entt G
Guide
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lines lines
Esrablish Secretary Reports Better Regularl Esrablish Secretary Reports Better Regularl Esrablish
/ with on relations y / with on relations y /
Participat Senior coordinat hip Participat Senior coordinat hip Participat
e in inter - Manage ion reduction e in inter - Manage ion reduction e in inter -
agency ment meetings of gaps agency ment meetings of gaps agency
coordinat at and avoid coordinat at and avoid coordinat
ion Provincia duplicati ion Provincia duplicati ion
Arrange l& ons Arrange l& ons Arrange
ments at Departm Genenra ments at Departm Genenra ments at
Provincia ent Level l Provincia ent Level l Provincia
l and Manage l and Manage l and
Departm ment Departm ment Departm
ent Level ent Level ent Level
Establish Secretary Reports Understa - Quarterly Establish Secretary Reports Understa - Quarterly Establish
/Conduct with on nding of /Conduct with on nding of /Conduct
periodic Senior Beneficia Beneficia periodic Senior Beneficia Beneficia periodic
meetings Manage ry/Client ry/client meetings Manage ry/Client ry/client meetings
with ment problems problems with ment problems problems with
beneficia beneficia beneficia
ries/clien ries/clien ries/clien
ts ts ts
Establish Secretary Meeting Better - Quarterly Establish Secretary Meeting Better - Quarterly Establish
/Conduct with minutes performa /monthly /Conduct with minutes performa /monthly /Conduct
oordinatioregular
g
staff Manage staff Manage staff
meetings ment meetings ment meetings
Assist to Secretary A report Proper Review As and Assist to Secretary A report Proper Review As and Assist to
impleme with describin impleme by when impleme with describin impleme by when impleme
nt Senior g the ntation of Secretari required nt Senior g the ntation of Secretari required nt
national Manage actions National es national Manage actions National es national
level ment needs to level committe level ment needs to level committe level
program be taken program e program be taken program e program
mes and to ensure mes and mes and to ensure mes and mes and
activities proper activities activities proper activities activities
ntation of ensured
ensured.
national national
level level
program program
mes and mes and
and and
officers officers
responsib responsib
le for le for
each each
action. action.
Coordina Report to Secretary Problems Support Review As and Coordina Report to Secretary Problems Support Review As and Coordina Report to
appropria with reported from by Chief when appropria with reported from by Chief when appropria
te Senior managem
g Secretary
y required
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authoritie Manage ent authoritie Manage ent authoritie
s in any ment s in any ment s in any
emergenc emergenc emergenc
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Identify Secretary Periodic Facilittat Chief As and Identify Secretary Periodic Facilittat Chief As and Identify
informati with reports e review Secretary when informati with reports e review Secretary when informati
on needs Senior on inputs of required on needs Senior on inputs of required on needs
and Manage and performa and Manage and performa and
establish ment outputs nce establish ment outputs nce establish
MIS relavant MIS relavant MIS
for for
performa performa
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Provide
P id Secretary
S t Periodic
P i di Partners/
P t / Chief
Chi f H lf
Half Provide
P id Secretary
S t Periodic
P i di Partners/
P t / Chief
Chi f H lf
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P id
informati with reports Stakehol Secretary yearly informati with reports Stakehol Secretary yearly informati
on to Senior Partners / ders on to Senior Partners / ders on to
Partners / Manage Stakehol aware of Partners / Manage Stakehol aware of Partners /
Stakehol ment ders Ministry Stakehol ment ders Ministry Stakehol
ders activities ders activities ders
Provide Secretary Periodic Beneficia Chief Half Provide Secretary Periodic Beneficia Chief Half Provide
Informati with report ries Secretary yearly Informati with report ries Secretary yearly Informati
informat informat informat
on to Senior Beneficia/Client on to Senior Beneficia/Client on to
ion ion ion
Beneficia Manage ries aware of Beneficia Manage ries aware of Beneficia
ries ment /Client Ministry ries ment /Client Ministry ries
/Client activities /Client activities /Client
Maintaini Secretary Progress Improved Chief Monthly Maintaini Secretary Progress Improved Chief Monthly Maintaini
ngg with reports
p pprogress
g Secretary
y ngg with reports
p pprogress
g Secretary
y ngg
database Senior database Senior database
and Manage Genenra and Manage Genenra and
updating ment l updating ment l updating
physical Manage physical Manage physical
progress ment progress ment progress
of work of work of work
Provide Secretary Availabil Better - As and Provide Secretary Availabil Better - As and Provide
i f
informatii with
ih i off
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f i with
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h i f
informatii
on to Senior reports nce required on to Senior reports nce required on to
stakehold Manage stakehold Manage stakehold
ers and ment ers and ment ers and
partners partners partners
Review Secretary Updated Clarity of Chief As soon Review Secretary Updated Clarity of Chief As soon Review
Ministry with Departm departme Secretary as Ministry with Departm departme Secretary as Ministry
functions Senior ent ntal possible functions Senior ent ntal possible functions
and Manage organizat functions and and Manage organizat functions and and
organizat ment ion . review organizat ment ion . review organizat
ional functions once in ional functions once in ional
structure and three structure and three structure
structure years structure years
Review Secretary Statemen Each Review Review Review Secretary Statemen Each Review Review Review
delegatio with
b Chief annually
b Chief annually
ann all delegatio
n of Senior Delegatio the Secretary n of Senior Delegatio the Secretary n of
Instituti functions Manage n at Ministry Instituti functions Manage n at Ministry Instituti functions
onal ment different is aware onal ment different is aware onal
develop level about develop level about develop
ment fixed their ment fixed their ment
authority authority
and and
responsib responsib
ility. ility.
Issue Secretary Instructio Activities Chief As and Issue Secretary Instructio Activities Chief As and Issue
circular
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t li SSecretary
t when
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t li SSecretary
t when
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instructio Senior guidance ed required instructio Senior guidance ed required instructio
ns and Manage given ns and Manage given ns and
guide ment guide ment guide
lines lines lines
Adopt/re Secretary MinistryEach Chief As soon Adopt/re Secretary MinistryEach Chief As soon Adopt/re
view with Rules, staff in Secretary as view with Rules, staff in Secretary as view
Ministry Senior Circularthe possible Ministry Senior Circularthe possible Ministry
rules Manage instructio
Ministry and rules
ment ns and is aware review ment ns and is aware review
guide about the annually guide about the annually
regulatio regulatio
ns and ns and
procedur procedur
es to be es to be
adopted adopted
in in
attending attending
administr administr
ation ation
matters matters
Instituti and this Instituti and this Instituti
onal ensures onal ensures onal
develop uniform, develop uniform, develop
ment consisten ment consisten ment
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approach approach
within within
the the
Establish Secretary Staff Better Chief As soon Establish Secretary Staff Better Chief As soon Establish
staff with supervisi internal Secretary as staff with supervisi internal Secretary as staff
supervisi Senior on and control possible supervisi Senior on and control possible supervisi
on and Manage appraisal and on and Manage appraisal and on and
appraisal ment system review appraisal ment system review appraisal
annually annually
Formulat Secretary Successi Improved Chief As and Formulat Secretary Successi Improved Chief As and Formulat
e with on plan organizat Secretary when e with on plan organizat Secretary when e
successio Senior statement ional required successio Senior statement ional required successio
n plan Manage performa n plan Manage performa n plan
ment nce Genenra ment nce Genenra
l l
Manage Manage
Provide Secretary Skill Improve MDTD, Through Provide Secretary Skill Improve MDTD, Through Provide
ment ment
updated , Head of Develop ment of SLIDA out the updated , Head of Develop ment of SLIDA out the updated
informati Departm ment performa year informati Departm ment performa year informati
on and ents & nce when on and ents & nce when on and
enhance Senior opportuni enhance Senior opportuni enhance
the managem ty arises the managem ty arises the
knowled ent Team knowled ent Team knowled
ge andd ge andd ge andd
skills of skills of skills of
employee employee employee
s s s
Provide Secretary Skill Improve Review when Provide Secretary Skill Improve Review when Provide
facilities , Head of Develop ment of by opportuni facilities , Head of Develop ment of by opportuni facilities
to Departm ment performa MDTD ty arises to Departm ment performa MDTD ty arises to
employee
l ents
l ents
l
s in Senior Secretary s in Senior Secretary s in
career managem , career managem , career
y develop
Capacity
Capacity
Capacity
p
building ment Administ building ment Administ building ment
ration ration
Provide Secretary Skill Improve MDTD when Provide Secretary Skill Improve MDTD when Provide
training , Head of Develop ment of opportuni training , Head of Develop ment of opportuni training
in office Departm ment performa ty arises in office Departm ment performa ty arises in office
automati ents & nce automati ents & nce automati
on Senior on Senior on
managem managem
ent Team ent Team
Provide Secretary Professio Improve Secretary when Provide Secretary Professio Improve Secretary when Provide
opportuni , Head of nal ment of & Chief opportuni opportuni , Head of nal ment of & Chief opportuni opportuni
ties for Departm exposure performa Secretary ty arises ties for Departm exposure performa Secretary ty arises ties for
local/fore ents & nce local/fore ents & nce local/fore
ign Senior ign Senior ign
professio managem professio managem professio
nal ent Team nal ent Team nal
training. training. training.
Assess Secretary Medium Clarity in Chief Annually Assess Secretary Medium Clarity in Chief Annually Assess
Medi m
medi m Secretary
Secretar Medi m
medi m Secretary
Secretar Medi m
Medium-
term Departm forecast term , DCS(F), term Departm forecast term , DCS(F), term
demand ents & requirem DCS (P) Financia demand ents & requirem DCS (P) Financia demand
Budgetin for Senior ent. l Budgetin for Senior ent. l Budgetin for
g service managem Manage g service managem Manage g service
provided ent Team ment provided ent Team ment provided
by the by the by the
Ministryy Ministryy Ministryy
Assess/re Secretary Recurren Clarity in DCS(F), Annually Assess/re Secretary Recurren Clarity in DCS(F), Annually Assess/re
view with t needs recurrent view with t needs recurrent view
recurrent Senior identified expendit recurrent Senior identified expendit recurrent
expendit
dit M
Manage ure needs
d expendit
dit M
Manage ure needs
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dit
ure needs ment ure needs ment ure needs
Preparati
p Secretaryy Budget
p Secretaryy Budget
p
on of , Head of book expendit Secretary on of , Head of book expendit Secretary on of
Ministry Departm ure , Ministry Departm ure , Ministry
& ents & priorities DCS(F), & ents & priorities DCS(F), &
Departm Senior and DCS (P) Departm Senior and DCS (P) Departm
Budgetin ental managem purpose Budgetin ental managem purpose Budgetin ental
g Budget ent Team g Budget ent Team g Budget
Prepare Secretary Project Improved Annually Prepare Secretary Project Improved Annually Prepare
documen , Head of proposals develop documen , Head of proposals develop documen
ts for Departm , Works ment. ts for Departm , Works ment. ts for
obtaining ents & Estimates obtaining ents & Estimates obtaining
allocatio Senior allocatio Senior allocatio
n of managem n of managem n of
funds for ent Team funds for ent Team funds for
develop develop develop
ment ment ment
Establish Secretary
Financial Improved Chief As soon Establish
Financial with control Financial Secretary as Financial with control Financial Secretary as Financial
Control t Senior system Control , DCS(F) possible Control t Senior system Control , DCS(F) possible Control t
system Manage documen and system Manage documen and system
ment t review ment t review
annually annually
Estabilis Secretary Delegatio Improved Secretary Annually Estabilis Secretary Delegatio Improved Secretary Annually Estabilis
h/ , Chief n organizat h/ , Chief n organizat h/
review Accounta statement ional review Accounta statement ional review
financial nt performa Financia financial nt performa Financia financial
managem nce l managem nce l managem
delegatio ment delegatio ment delegatio
n within n within n within
departme departme departme
Estabilis Secretary Procurme Good Procume As soon Estabilis Secretary Procurme Good Procume As soon Estabilis
h good , Head of nt financial nt cell as h good , Head of nt financial nt cell as h good
Procurem Departm committe managem DCS(F) possible Procurem Departm committe managem DCS(F) possible Procurem
ent ents & e, TEC ent and ent ents & e, TEC ent and ent
practices Senior reports, review practices Senior reports, review practices
managem no audit annually managem no audit annually
Expendit ent Team quarries Expendit ent Team quarries Expendit
ure ure ure
Constitut Secretary PC System Chief Annually Constitut Secretary PC System Chief Annually Constitut
ment ment ment
e establish requirem Secretary e establish requirem Secretary e
Procurem ed ent and Procurem ed ent and Procurem
ent transpare ent transpare ent
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Issue Secretary Clarity Improved As and Issue Secretary Clarity Improved As and Issue
circular , Chief establish Financial when circular , Chief establish Financial when circular
instructio Accounta ed Control required instructio Accounta ed Control required instructio
ns and nt ns and nt ns and
guide guide guide
lines lines lines
Maintain Chief Expendit Improved Through Maintain Chief Expendit Improved Through Maintain
up-dated Accounta ure Financial out the up-dated Accounta ure Financial out the up-dated
informati nt statement Control year informati nt statement Control year informati
on on s on on s on on
recurrent recurrent recurrent
and and and
capital capital capital
expendit expendit expendit
ure ure ure
Minimize Secretary Updated Improved - Monthly Minimize Secretary Updated Improved - Monthly Minimize
p g performa
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overrun Accounta reports nce & overrun Accounta reports nce & overrun
nt task nt task
achievem achievem
Expendit ent Expendit ent Expendit
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Manage Ensure Secretary Financial Improved - Monthly Manage Ensure Secretary Financial Improved - Monthly Manage Ensure
ment proper , Chief statement performa ment proper , Chief statement performa ment proper
use off A
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ns and Manage given
guide ment
lines
Each Chief As soon Adopt/re Secretary MinistryEach Chief As soon
staff in Secretary as view with Rules, staff in Secretary as
the possible Ministry Senior Circularthe possible
Ministry and
is aware review ment ns and is aware review
about the annually guide about the annually
rules, lines rules,
regulatio regulatio
ns and ns and
procedur procedur
es to be es to be
adopted adopted
in in
attending attending
administr administr
ation ation
matters matters
and this Instituti and this
ensures onal ensures
uniform, develop uniform,
consisten ment consisten
t t
approach approach
within within
the the
Better Chief As soon Establish Secretary Staff Better Chief As soon
internal Secretary as staff with supervisi internal Secretary as
control possible supervisi Senior on and control possible
and on and Manage appraisal and
review appraisal ment system review
annually annually
Improved Chief As and Formulat Secretary Successi Improved Chief As and
organizat Secretary when e with on plan organizat Secretary when
ional required successio Senior statement ional required
performa n plan Manage performa
nce Genenra ment nce
l
Manage
Improve MDTD, Through Provide Secretary Skill Improve MDTD, Through
ment
ment of SLIDA out the updated , Head of Develop ment of SLIDA out the
performa year informati Departm ment performa year
nce when on and ents & nce when
opportuni enhance Senior opportuni
ty arises the managem ty arises
knowled ent Team
ge andd
skills of
employee
s
Improve Review when Provide Secretary Skill Improve Review when
ment of by opportuni facilities , Head of Develop ment of by opportuni
performa MDTD ty arises to Departm ment performa MDTD ty arises
nce andd employee
l ents
t & nce andd
Secretary s in Senior Secretary
, career managem ,
M/Public y develop
Capacity
p ent Team M/Public
Administ building ment Administ
ration ration
Improve MDTD when Provide Secretary Skill Improve MDTD when
ment of opportuni training , Head of Develop ment of opportuni
performa ty arises in office Departm ment performa ty arises
nce automati ents & nce
on Senior
managem
ent Team
Improve Secretary when Provide Secretary Professio Improve Secretary when
ment of & Chief opportuni opportuni , Head of nal ment of & Chief opportuni
performa Secretary ty arises ties for Departm exposure performa Secretary ty arises
nce local/fore ents & nce
ign Senior
professio managem
nal ent Team
training.
Clarity in Chief Annually Assess Secretary Medium Clarity in Chief Annually
medi m
medium Secretar
Secretary Medi m
medi m Secretary
Secretar
term , DCS(F), term Departm forecast term , DCS(F),
requirem DCS (P) Financia demand ents & requirem DCS (P)
ent. l Budgetin for Senior ent.
Manage g service managem
ment provided ent Team
by the
Ministryy
Clarity in DCS(F), Annually Assess/re Secretary Recurren Clarity in DCS(F), Annually
recurrent view with t needs recurrent
expendit recurrent Senior identified expendit
ure needs
d expendit
dit M
Manage ure needs
d
ure needs ment

p Secretaryy Budget
expendit Secretary on of , Head of book expendit Secretary
ure , Ministry Departm ure ,
priorities DCS(F), & ents & priorities DCS(F),
and DCS (P) Departm Senior and DCS (P)
purpose Budgetin ental managem purpose
g Budget ent Team
Improved Annually Prepare Secretary Project Improved Annually
develop documen , Head of proposals develop
ment. ts for Departm , Works ment.
obtaining ents & Estimates
allocatio Senior
n of managem
funds for ent Team
develop
ment
activities
Financial Secretary as Financial with control Financial Secretary as
Control , DCS(F) possible Control t Senior system Control , DCS(F) possible
and system Manage documen and
review ment t review
annually annually
Improved Secretary Annually Estabilis Secretary Delegatio Improved Secretary Annually
organizat h/ , Chief n organizat
ional review Accounta statement ional
performa Financia financial nt performa
nce l managem nce
Manage ent
ment delegatio
n within
departme
Good Procume As soon Estabilis Secretary Procurme Good Procume As soon
financial nt cell as h good , Head of nt financial nt cell as
managem DCS(F) possible Procurem Departm committe managem DCS(F) possible
ent and ent ents & e, TEC ent and
review practices Senior reports, review
annually managem no audit annually
Expendit ent Team quarries
ure
Manage
Manage
System Chief Annually Constitut Secretary PC System Chief Annually
ment
requirem Secretary e establish requirem Secretary
ent and Procurem ed ent and
transpare ent transpare
ncy in Boards ncy in
procurem procurem
ent ent
Improved As and Issue Secretary Clarity Improved As and
Financial when circular , Chief establish Financial when
Control required instructio Accounta ed Control required
ns and nt
guide
lines
Improved Through Maintain Chief Expendit Improved Through
Financial out the up-dated Accounta ure Financial out the
Control year informati nt statement Control year
on on s
recurrent
and
capital
expendit
ure
Improved - Monthly Minimize Secretary Updated Improved - Monthly
performa
g pperforma
nce & overrun Accounta reports nce &
task nt task
achievem achievem
ent Expendit ent
ure
Improved - Monthly Manage Ensure Secretary Financial Improved - Monthly
performa ment proper , Chief statement performa
nce & use off A
Accounta s nce &
task funds nt task
achievem achievem
ent ent
Financial DCS (F) Monthly Review Secretary Monthly Financial DCS (F) Monthly
performa capital , Head of expendit performa
nce and Departm ure nce
monitore recurrent ents & reports monitore
d. expendit Senior d.
ure managem
ent Team
Better - Monthly Review Secretary Monthly Better - Monthly

financial Bank , Chief position financial
control. Reconcili Accounta known control.
ation, nt
Financia Advance
l Account
Manage activity,
ment Advance
to ppublic
officers
and
Monitori Deposit
ng and account.
account
expendit
Better - Through Maintain Secretary Less Better - Through
ure
Financial out the financial , Chief Audit Financial out the
review
performa
p year
y discipline
p year
y
nce nt on nce
Better Monthly Update Secretary Updated Better Monthly
Financial informati , Chief financial Financial
performa on on Accounta managem performa
nce General nt ent nce
Treasury
circulars
and
Inland
Revenue
circulars
for
impleme
ntation
Better Chief Monthly Review Secretary Updated Better Chief Monthly
financial Secretary audit , Chief audit financial Secretary
discipline clarificati Accounta statement discipline
ons nt s
Priority Secretary Annually Develop Service Review Secretary Strategy Priority Secretary Annually
actions , DCS (P) ment Delivery provincia , Head of statement actions , DCS (P)
set Program l Departm set
me & guideline
id li ents
t &
Service s on Senior
formulati managem
on , ent Team
impleme
ntation,
and
coordinat
ion of
plans for
provincia
l service
delivery
Clarity in Secretary As soon Update Secretary Updated Clarity in Secretary As soon
responsib , DCS (P) as guideline , Head of sectoral responsib , DCS (P) as
ility possible on Departm guide ility possible
and formulati ents & lines and
review on of Senior review
annually sectoral managem annually
service ent Team
delivery
plan
Clarity
Cl it in
i SSecretary
t A soon
As Review
R i Secretary
S t Identified
Id tifi d Clarity
Cl it ini S
Secretary
t A soon
As
role and , DCS (P) as Sectoral , Head of responsib role and , DCS (P) as
responsib possible service Departm ilitiew responsib possible
ility and delivery ents & ility and
review responsib Senior review
annually ility managem annually
ent Team
Priorities Secretary As soon Prepare Secretary MDP Priorities Secretary As soon

identified , DCS (P) as Medium , Head of identified identified , DCS (P) as
possible Term Departm possible
andd service
i ents
t & andd
review delivery Senior review
annually Service plan managem annually
Delivery
y ent Team
Priorities Secretary As soon Prepare Secretary Long Priorities Secretary As soon

identified , DCS (P) as long term , Head of term plan identified , DCS (P) as
possible investme Departm identified possible
and nt plan ents & and
review Senior review
annually managem annually
ent Team
Delivery Secretary Annually Develop Prepare Secretary Annual Delivery Secretary Annually
target , DCS (P) ment annual , Head of plan target , DCS (P)
identified Program impleme Departm identified identified
me & ntation ents &
Service plan Senior
managem
ent Team
Better Annually Review Secretary Responsi Better Annually

performa
f ddelegatio
l ti with
ith bilit
bility performa
f
nce n of Senior fixed nce
functionsManage
ment
Resource Chief Annually Mobilize Secretary Partner Resource Chief Annually
support Secretary Resource /Stakehol support Secretary
commitm , DCS Support der commitm , DCS
ent Planning for support ent Planning
financing program
Medium- me
term
Service
delivery
plan
Smooth Chief g
g
Develop
D l
running Secretary out the te with cash flow running Secretary out the
ment
of project , DCS (F) year the client ensured of project , DCS (F) year
coordina
for
tion
maintaini
ng cash
flow
Improved Chief Monthly Attend Secretary Updated Improved Chief Monthly
performa Secretary sectoral progress performa Secretary
nce review reports nce
meetings
Improved - Quarterly Review Secretary Bottlenec Improved - Quarterly
performa project ks performa
nce managem identified nce
ent
Better Quarterly Review Secretary Reports Better Quarterly
performa / impleme with on the performa /
nce annually ntation Senior status of nce annually
status Manage service
and ment delivery
update
service
delivery
improve
De elop
Develop
Progress ment
ment
review & plan
Program
constrain Stakehol Once in monitori Conduct Secretary Progress constrain Stakehol Once in
me &
Service
identified months meetings Senior meeting identified months
and Manage minutes and
cleared ment cleared
P
Stakehol R l l P
Preparatii S
Secretary A i i
Activity P
Proper S
Stakehol
k h l R
Regularl
l l
contract ders y on of with bar chart contract ders y
managem activity Senior managem
g ent
cash flow ment
statement
Subject/Sector Processes
Category Key Processes How
1.General Management Give Leadership Define the culture & identity of

Set Vision & Values the Organization in respect of
Enabling sustainable Industries and Livelihood
Industrial Enterprises
and Livelihood Enterprises
Economy
Define Mission & Goals Define the Mission & Goals of

Facilitating the creation of a the Organisation and apply in
conducive environment for Sector Development
dynamic industrial and Programmes.
development in NP.
Formulation of Industries and

sector/program strategies
Define key Performance
indicators
Establish Learning Environment
Develop Team spirit
Hold
H ld regular
l staff
t ff meeting
ti and
d
provide feed back to Staff
Staffing Justify the needs of the services

Cadre Creation. by staffs
Approval for the Cadre. Attach necessary documents by

Staffs
Mobilize Resources & Organize support to Institutional

Support Goal
Establish stakeholder partner
ship working arrangements
Enterprises Development Identify programmes for Small

and Medium Enterprises (SME)
development
Develop Livelihood Enterprises
Development services
programmes
Network with Coordinate with

INGO/NGO/Civil Society NGOO/INGOO
Enter into MOUs with NGOO
Access to Donor Support Project preparation negotiations

with Donor Agencies/Donor
funded projects
Validate MOU entered into, by
Donor Agencies
Implement programmes with

pp of national &
the support
international
Transfer of
Knowledge,Technology and
Skills .
Manage Performance Prepare the Responsibility chart
Define Responsibility and Delegation with job
description
Prepare the Duty Lists
Standards of Conduct
Prescribe Milestones,
Benchmarks and output
Indicators
Corordination Participate at Central/ Provincial
coordinating meetings
Conduct periodic meetings with

District/Divisional officers
Conduct staff meetings/Progress

review meetings
Provide information / Services

to Partners /Stake
holders/Entrepreneurs
Institutional Development Review Department Functions
and Organization Structure
Establish staff supervision and

appraisal
Capacity Building and Provision of the facilities to the

Training officers in Career development
Enhance knowledge and skills,
Provide Training Programmes
for Management Assistants &
Programme Assistants on
Development (LED)
Improve systems & procedures Formation of Discussion groups

and regular meetings within
staff
2. Financial Management Budgeting Assess Medium – Term
Allocate resources Demand for Services to be
provided by the Department
Assess resource requirements
based on local priority needs
Assessment and
recommendation of capital
expenditure requirement
Preparation of Department
Budget
Expenditure Management Supervision of Planned monthly

Manage expenditure expenditure
D l
Delegation
i off fi
financial
i l authority
h i
Follow Tender procedure
Ensure cash flow to Divisions
Maintain updated information

on recurrent & capital
Expenditures
Financial Statements Preparation & submission of
Departmental financial
statements for approval
g Monitoring
Budget g and Design
g a monitoringg system
y for
Expenditure Review industrial development activities
service delivery
Review Audit clarifications
Conduct progress review

meeting to monitor Recurrent
and Capital Expenditure
Review bank
reconciliation,Advanced
account activities and deposit
Preparation & submission of
Departmental financial
statements for approval
3. Project Management Programme/ Project Planning
of Development
Programme
Formulate Implementation plans Review Service Delivery
Responsibilities
Prepare rolling Medium Term

service Delivery plan
Prepare the Annual

Implementation plan
Conducting enterprise survey
Prepare Resource profiles
Prepare Enterprises
Development information
Prepare EDT Programme
Prepare skill Development

Programme
Prepare Technology Transfer

g
Programme
Preparation of Business plan
Development coordination Review progress of District

and Partnership Programmes
Coordinate with Government Coordinate LEDS Programme

agencies with NGOO support.
Evolve private sector
participation.
Progress Review & Conduct Monthly progress

Monitoring Review meeting
Monitor Implementation
Monitor Implementation Attend the Donor agency
Program Review meetings.
Review Performance Ensure the Quality of Training

programmes
Ensure the proper utilization of

Skills training Provided
Department of Industries
Industries, NP
Achievements
Who with Whom Outputs Outcomes
Provincial Director with Senior Vision and value statements of Clearly understood Long Term
management Team Organization prepared. Goals
Provincial Director with Senior Departmental mission and goal Understood Short Term Goals
management Team statements formulated. & Staffs oriented
Provincial Director with Senior Strategy statements of the Priority , direction and activities
management Team Organization Formulated. of the Organization identified
Provincial Director with Senior Performance /Achievement Good Performance/

Management Team Indicators prepared.
prepared Achievements agreed
Provincial Director with Senior Statements of the Organization Responsibility for good
Management Team learnt by the staff Team performance accepted by the
staff Team
Provincial Director with Senior Worked collectively Better performance oriented.
Management Team
Provincial
P i i l Di
Director
t with
ith S
Senior
i P
Problems,
bl needs
d andd S
Smooth
th and
d quicker
i k action
ti
manager for HRM shortcomings identified taken by staff
Provincial Director with Senior Suitable Cadre created All the work completed.
manager for HRM
Provincial Director with Senior Necessary Cadre approved Suitable Staffs filled for
manager for HRM vacancies.
Provincial Director with Senior Stakeholders & type of support Resources mobilized
Management Team identified
Provincial Director with Senior Partnership programmes with Operational Plan for
Management Team stakeholders support identified Stakeholder partnership
programmed
Provincial Director with District SME development programmes identified Sizable Role in
officers Economic Development by
private sector
Provincial Director with District NGOO,Private Sectors Poverty aleviated
officers partnership programs identified
Provincial Director with District Agreement on NGO/INGOO NGO partnership actions in

Officers Livelihood programs Livelihood Development
activated
Provincial Director with District NGOO partnerships in Income generated, Employment
Officers Livelihood activities identified generated, Living standard
improved
Provincial Director Donors expression of interest Donor cooperation established
Provincial Director with District Reports on commitments & Skill Development, Technology
officers benefits transfer & knowledge transfer
networking arranged
Provincial Director with District NGO & INGO partnership Living standard improved
officers pprograms
g p
and reports
Provincial Director with Number of beneficiaries Poverty aleviated

Industrial and Livelihood
Development officers
Provincial Director with Responsibility Charts & Improved performance standard
Management Assistants Delegation Charts
Provincial Director with District Duty lists Staff aware of what is to be

officers delivered
Application of 5S system to set Head office staff and District Work standard improved
standard for work conduct offices
Provincial Director with Senior Quarterly Assesment Reports Awared of how we are
Management Team. performing
Provincial Director Resources Mobilised Better Operational plans

Developed.
Provincial Director Progress as scheduled Better relationship, reduction of

gaps
Provincial Director Bottlenecks rectified Better Performance received.
Provincial Director with District Dissemination of Information Partners /Stake

Officers and Reports to Partners /Stake holders/Entrepreneurs aware of
holders/Entrepreneurs Department service Delivery
Provincial Director and Senior Update Organization Functions Clarity of Departmental
Management Team and Structure functions
Provincial Director Staff supervision and appraisal Better internal control and staff
system utilization
Provincial Director with Effective functions Improved Performance

Administrative Officer
Provincial Director with Staff Skills,Knowledge

Skills Knowledge and Improved LED Services
Administrative officer Attitude Developed
Provincial Director with Head Systems and procedures Better services

office staff and District officers streamlined
Provincial Director with Medium – Term financial Clarity in Expenditure priorities

Management Assistants forecast for Service Delivery & Purposes
Local Needs
Provincial Director with Resource allocation for Local Funds available according to
Accountant and District officers needs identified needs
Provincial Director and Capital expenditure properly Capital expenditure fully

Accountant allocated utilized
DCS & Senior Management Budget Book Clarity in expenditure priorities

& purpose
Provincial Director , Accountant Funds utilized in time Financial management properly

and District officers maintained
P i i l Di
Provincial Director F d released
Funds l d iin li
line with
i h FR FR properly
l adhered
dh d
Provincial Director ice FR properly maintained Audit queries minimized

Accountant and District officers
Provincial Director , Accountant Funds released in time Allocation fully utilized

and District officers
Provincial Director with Senior Financial Statements Efficient Management of Funds

Management Team
Provincial Director and Financial statement approved FR properly maintained

Accountants
Provincial Director and Monitoring

g system
y designed
g Funds pproperly
p y utilized as
Accountant planned
Provincial Director with Senior Funds properly utilised Better Financial discipline
Management Team
Provincial Director with Expenditure Reports Financial expenditure

Accountant and District officers effectively carried out
Provincial Director with Monthly Financial position Better financial control

Accountant and District officers reports
Provincial Director and Financial statement approved FR properly maintained

Accountants
Provincial Director with Senior Statement of service Delivery Clarity in Service Delivery role
Management Team Responsibilities & Responsibilities.
Provincial Director with senior Medium Term service Delivery Medium Term service Delivery
Management Team plan responsibilities prioritized.
Provincial Director with senior Annual Implementation plan Improved organizational

Management Team prepared. performance and awareness on
Industrial activities of the
District officers and Enterprise survey reports Present status of Enterprises
Managementt
M
Assistants(Industrial)
Provincial Director with senior Resource Profile reports Resources identified.
Management Team
Provincial Director with senior Information Disseminated. Entrepreneurs motivated.

Management Team
Provincial Director with senior EDT Programmes conducted Career guided.

Management Team
Provincial Director with senior Skill Development programmes Required skills provided.
Management Team conducted
Provincial Director with senior Technology Transfer Appropriate Technology

g
Management Team pprogrammes
g conducted pprovided.
Provincial Director with senior Business plans reports. Viable projects

Management Team
Provincial Director with Officer’s field level problems Field level activities
Management Assistant & identified. smoothened.
Programme Assistants
Provincial Director with senior LED Programmes conducted. Income generated.
Management Team
Provincial Director with Private sector participation Strain on Government resources
Management Assistant & promoted. reduced.
Programme Assistants
Provincial Director with senior Updated Progress reports Improved Performance
Management Team
Provincial Director with senior Meeting minutes. Improved Development

Management Team
Provincial Director and District Required Skills achieved Demand for training
officers programmes
Provincial Director and District Employment generated Unemployment Reduced

officers
Complementary Activities &
Co-responsibilities Time Frame
Secretaries Committee Immediately
Secretary M/PPA Immediately
Secretary, M/PPA Annually
Secretary, M/PPA of NPC As soon as possible and review

annually
Review by Secretary, M/PPA Immediately and review

annually
Secretary, M/PPA Continuously
S
Secretary,
t M/PPA M
Monthly
thl
Secretary, M/PPA As soon as possible and review

annually
Secretary, M/ PPA Continuously

,NGOO, NGOO, Central State Continuously
Institutions
Enterprise Development Continuously

Central and Provincial State
Institutions & Chamber of
Industrial Development State Continuously
Institutions , Chamber of
Commerce and
Industry,INGOO, NGOO,Donor
funded projects
NGOO/INGOO/ GAA Quarterly
NGOO/INGOO/ GAA Continuously
Donor agencies, GAA Continuously
NGOO,INGOO,Donor Continuously
g ,
Agencies,GAA
Secretary M/PPA Annually
Secretary M/PPA Annually
Time management Annually
Secretary, M/PPA Quarterly
Secretary, M/PPA As and when required
Secretary, M/PPA As and when required
Review by Secretary M/PPA Continuously

Review by MDTD and As soon as possible and
Secretary M/PPA Reviewed annually
Review by MDTD and As soon as possible and

Secretary M/PPA Reviewed annually
Secretary M/PPA As and when required
Secretary M/PPA Half Yearly
Secretary M/PPA Continuously
Deputy Chief Secretary Finance Annually

(DCS F )
DCS Finance Annually
Planning Division & Annually

Accountant
Chief Secretary, Annually

DCS(F),Secretary PPA
Secretary,M/PPA Continuously
S
Secretary,M/PPA
M/PPA M
Monthly
hl
Secretary,M/PPA As soon as possible & reviewed

annually
Deputy Chief Secretary Monthly

(Finance)
Deputy Chief Secretary Monthly

(Finance)

Accountant
Deputy
p y Chief Secretary
y Annually
y
(Finance)
Secretary M/PPA Monthly
Secretary M/PPA Quarterly
DCS (Finance) Monthly

Accountant
Secretary, M/PPA and GAA Annually
Secretary, M/PPA+GAA Monthly and Quarterly
NGOO/INGOO Monthly
Secretary M/PPA Monthly
Secretary M/PPA
Secretary, Continuously

2. Budgeting Assess resource Provincial Director with
Financial allocations based on Accountant and Asst.
local needs Director of Agriculture
Manage Allocate resources Define criteria for Provincial Director with

ment capital fund apportion Accountant and Asst.
between the districts Director of Agriculture
Assessment and Provincial Director &

recommendation of Accountant
capital expenditure
requirement
Preparation of Provincial Director with
submission of Accountant
department financial
statement for approval
Expenditure Exercise supervision Provincial Director office
based on monthly Accountant and district
expenditure planning Assistant Director
Management Delegation of financial Provincial Director office

Manage expenditure authority Follow up Accountant and district
tender procedure Assistant Director
Ensure cash flow to Provincial Director office

local units Accountant and district
Assistant Directors
Budget Monitoring and Design a monitoring Provincial Director and

Expenditure Review system for agric Accountant
Development activities
service delivery
Monitor Implementation Procurement Provincial Director and
Progress Accountant
Conduct preview Provincial Director with
meeting to monitor Accountant and Asst.
financial expenditure Directors of agriculture
3.Project Programme/Project Planning Preparation of Northern Provincial Director with

Manage Policy Planning Framework Agricultural Policy Asst. Director of
ment of framework & strategy Agriculture
Develop
ment
Formulate Implementation Preparation of annual Asst. Director of
plans implementation plan Agriculture with range AI
Development Coordination DAC, DCC ,DRCC GAA with local line

and partnership meetings to be attended department heads
Coordinate with Government regularly
agencies
PTWG Meeting Conduct PTWG meeting
regular
Crop Coordinator Attend crop coordinator

meeting meeting regularly
Agricultural Revenue Attend Agricultural

meeting 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 Local line departments
integrate programmes with local authority staff
of local authority
Evolve private sector Provincial Director with

participation local heads and district
heads
Progress Review and Establish Provincial Director &

Monitoring accountability & Asst. Director of
Monitor responsibility in Agriculture
Implementation programme
implementation
Review performance Set standard for Provincial Director &
professional Asst. Director of
performance Agriculture
Reliable estimate produced Expenditure Financial Annually
Manage
ment
regulariz
ed by
Non bias fund apportion Regularized Annually
between districts
Capital expenditure properly Funds available Annually

allocated according to needs
Financial statement approved Capital expenditure Annually

fully utilized
FR properly
maintained
Funds utilized in time Financial management Monthly
properly maintained
Funds released in line with Audit queries Annually

FR minimized
FR properly maintained
Funds released in time Allocation fully Continuo

utilized usly
Monitoring system designed Expenditure properly Monthly

utilized in time
Procurement done in time Procurement done in Annually

time efficiently
Preview meetings held Financial expenditure Continuo
regularly effectively carried out usly
Segment
level
officers
should
send their
Segment
level
officers
should
send their
Research
oriented
towards

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Activity Handbook

S.No. Contents Page No

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

35. Provincial Public Service Commission 371

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.

• Management of the Development Programme

Dr. Asoka Gunawardane,

Facilitate exchange/ transfer Chief Secretary Sectoral Programmes for Knowledge

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

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

Submission of Sector Secretaries Decisions on proposed Sector planning issues

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

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

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

Prepare for budget Chief secretary Statement of NPC Readiness to present

Prepare integrated budgets DCS Finance with Sectoral budgets Ensure

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

Delegate financial authority Chief Secretary Statement of Financial Understanding of the

Formulate procurement DCS Finance with Annual Procurement Streamline

Authorize registered DCS Finance List of Registered Streamline supplies

- Monitor follow-up onaudit DCS Finance Audit Monitoring

Initiate action to broaden DCS Finance Revenue Mobilization Mobilize additional

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

Participate in project DCS Planning Project Feasibility Studies Facilitate project

Formulate and introduce Secretary NPC Disaster Disaster Readiness

· Review Benchmark service delivery DCS Planning Service delivery Accountability in

Undertake periodic client Sector Secretaries Outsourcing of Social accountability

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

Implement activities on Sector Secretaries Implementation Centre-Province

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

Enter into MOUs Sector Secretaries Partnerships with Establish NGO

Cause initial discussion Chief Secretary Agreement/ Understanding Facilitate donor

Participate in project Sector Secretaries Provide Conceptual and Facilitate donor

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

Instructions for take over

Investigate into public Sector Secretaries Reports on Public Accountability in

Receive delegations/ Governor/Chief Information Releases Promote links with

Receive foreign dignitaries Governor/Chief Information Releases Promote links with

Responding to and prompt Sector Secretary Remedial action on News do

Establish dialogue with Chief Secretary Presentation of issues at Resolve devolution

Filing cases to safeguard Legal Consultant Reports on progress do

Build case database Legal Consultant MIS on Legal Actions do

Formulate and install public Sector Secretaries Public able to make do

Review selection and Sector Secretaries Statement of positions to Availability of

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

Formulate and implement Chief Secretary Work Plans/Progress

Action / Responsibilities Achievement Complimenta