Support to Institutional Strengthening of the Public Sector in Timor-Leste

Support to Institutional Strengthening of the Public Sector in Timor-Leste: National Diagnostic Assessment of 9 Ministries or Institutions and a Policy for Institutional Strengthening with its implementation strategy and monitoring and evaluation system

Methodological support, coaching, quality assurance, report drafting in a capacity of team leader / principal institutional strengthening, public finance and monitoring & evaluation expert.

First phase: September – December 2014

Development of the methodology and tools for the National Diagnostic Assessment for Institutional Strengthening. Including: (a) the development of comprehensive tools for institutional and organisational self-assessment by ministries and government organizations and for external stakeholder feedback; (b) the methodology for a cross-cutting assessment of generic systems applicable to all ministries and state organizations (financial management, HRM, procurement, ITC and e-government, assets and logistics management, etc.)

Training of National Diagnostic team members, in charge of facilitating institutional and organisational self-assessment exercises for ministries and government organizations.

Conducting a cross-cutting institutional and organisational assessment of generic systems (financial management, HRM, procurement, ITC and e-government, assets and logistics management, etc.) applicable throughout the Timor-Leste government system.

Coaching and assisting the analysis of the results of the institutional and organisational self-assessment exercises, facilitate the external stakeholder feedback exercise and report writing and editing for the National Diagnostic Report for the Ministry of Health and the Ministry of Public Works.

Report writing and editing for the Integrated Report of the First Phase of the National Diagnostic Assessment for Institutional Strengthening, including a comprehensive set of recommendations for institutional and organisational development of the public sector.

Second phase: April – June 2015

Provide overall guidance and technical support for the further roll-out of the National Diagnostic Assessment of institutional and organisational performance and capacity (organisational self-assessment exercises and an external stakeholder feedback exercise) for 7 additional Ministries: (a) Justice; (b) Agriculture and Fisheries; (c) Social Solidarity; (d) Commerce, Industry and Environment; (e) State Administration; (f) Secretariat of State for Vocational Training and Employment Policy; (g) the National Police (SEPFOPE).

Draft a “Policy for Institutional Strengthening” for the government apparatus of Timor-Leste (GoTL) with a “Roadmap” up to 2025.

Conceive a proposal for embedded pathways of professional development for 7 key generic roles with a particular pertinence for institutional strengthening in Timor-Leste: (1) Line managers (at different levels), (2) Planning-budgeting-control specialists, (3) HR specialists, (4) Institutional Strengthening and Organizational Development specialists, (5) Project managers, (6) Auditors and (7) Legal Specialists.

Proposals for an improved HR system for highly qualified national staff in management or specialist positions; …

Third phase: November – December 2016 and July - August 2017

Compile the results of the National Diagnostic Assessments conducted for 9 Ministries / Secretariats of State and extract cross-cutting lessons.

Design a 5 years’ Strategic Implementation Plan for Institutional Strengthening in Timor-Leste and conduct presentations and trainings on the draft strategic framework.

Design methodology, manuals and templates for (a) institution-level performance capacity improvement planning and monitoring & evaluation and (b) monitoring and evaluation of government-wide institutional strengthening and coach the production of the first half yearly monitoring reports.

Draft a report with ideas for a smaller and more effective structure and composition for the Government of Timor-Leste.

  • Central-level government
  • International Institutions / Multilateral Development Cooperations

State Secretariat for Institutional Strengthening (SEFI) – Timor-Leste
UNDP - United Nations Development Program
  • Agriculture
  • Civil Service & State Administration
  • Community Development
  • Economy, Employment & TVET
  • Energy, Water & Sanitation
  • Health
  • Infrastructure & Public Works
  • Justice
  • Security (Defence & Police)

  • Advice, technical support and counselling
  • Evaluation and audit
  • Training, learning and/or coaching

  • 09. Audit and evaluation
  • 08. Gender issues
  • 01. Good Governance
  • 05. Human Resources (HRM - HRD) & Leadership
  • 14. Integrated development, social economy, inclusive entrepreneurship, social corporate responsibility and impact funding
  • 03. Integrated policy, planning, budgeting and control cycle
  • 02. Organisational and institutional development & change processes
  • 04. Partners, stakeholders and social responsibility
  • 15. Public Finance
  • 11. Reform of public administrations / government institutions
  • 12. Rule of law, justice sector, human rights, democratic governance and peace consolidation
  • 13. Security Sector Reform (SSR)

01.a. Administrative organisation and internal control systems
01.c. Combating corruption (anti-corruption policies and measures, vulnerability to corruption, codes of conduct, value-driven organisational culture, …)
01.d. Analysis of the ‘governance’-system at organisation and/or sector level
01.e. Development / promotion / implementation of concepts / standards of good governance
02.d. Integrated capacity building at individual, organisational and institutional levels
02.e. Integrated performance enhancement (efficiency, quality, client- and result-focus, effectiveness, ICT-based and other technology-based innovation)
02.g. Facilitation of change processes and/or of organisational / institutional improvement
03.a. Policy setting, strategic planning, multiannual planning
03.b. Sector policies and strategies (Including strategic-level theories / pathways of change, policy implementation strategies and their impact for operational planning and budgeting)
03.e. Annual planning and budgeting
03.g. Reporting Systems – Accountability
03.h. Policy evaluations
04.a. External relations management (assessment / optimisation)
04.b. Partnerships (Design / optimisation / management of partnerships)
04.d. Client satisfaction
04.e. Stakeholder needs - Stakeholder input to strategy and policy setting
04.h. Accountability vis-à-vis partners and/or stakeholders
05.a. HR policies and HR development strategies
05.c. Staffing - Staff needs assessment – HR-planning
05.e. Competence management
05.f. Professional sills development – Training – Pathways of professional development
05.g. Individual performance management
05.h. Leadership & Management development
05.i. Peer review – Peer learning – Peer coaching
09.b. Operational audit (General organisational audits and focused assessment of specific organisational shortcomings and problems)
09.c. Assessment of the reliability of performance reporting and accountability mechanisms
11.a. Public Administration Reform – Public-sector reform strategies
11.b. Core task analysis - Review / design / optimisation of organisational structures and assignment of mandates / responsibilities (including related funding)
11.c. Deconcentration – Decentralisation – Empowerment (Including evaluation and/or design of deconcentration/decentralisation policies and facilitation or support of deconcentration and/or decentralisation processes)
11.d. Development of local and sub-national Governments
11.e. Delegation of responsibilities, empowerment of public-sector organisations, management contracts, performance contracts, ...
12.a. Fostering rule of law - Reforms and development initiatives in the justice sector
12.h. Fostering political governance and public transparency
12.i. Reuniting conditions of success, risk management and monitoring with respect to: human rights, peace and social cohesion – Human Rights Due Diligence (HRDD)
13.b. Reforms and development initiatives in the police & security sector
14.a. Integrated development policies / programmes (at national / provincial / local levels or embedded in sectoral approaches) geared at synergies between public sector reform, poverty reduction and fostering economic and private sector development
15.e. Public finance / PFM reform programmes
Stoop Consulting - founding partner of
Patrick Stoop
East Timor