GDMLG is semi-autonomous learning group (department)responsible for designing and executing training, research and consulting related programmes mainly in the areas of governance and public service delivery, public policy and state management, project management including public procurement, and disaster andclimate risk management.
GDMLG provides the following services:
• Undertake training and development activities in the area of governance and development management
• Conduct policy and strategic researches for contributing to generate knowledge on public governance
• Provide consulting services both for public and private sectors in the areas of development management, governance, public policy and state management
• Identify and execute innovative initiatives for professional development of the faculties of the centers as well as NASC on its thematic stream, and
• Develop and implement internal improvement programmes
GDMLG has following specialized Centres:
a. Centre for Governance and State Management
b. Centre for Development Policy and Management
c. Centre for Project Management
d. Centre for Procurement Management
e. Centre for Climate Change
This Department is mainly responsible to undertake research activities and offer consulting services to various clientele groups both in public and private sectors in the areas of public relevancy. RCSD provides the following services:
- Conduct various policy and strategic researches,
- Develop research capacity of NASC and promote research culture within in NASC,
- Provide the clients of NASC with professional consulting services that include various subject areas in one package,
- Develop information networks and foster relationships with national and foreign research and consultancy institutions in order to improve the quality of consultancy services and research activities available through NASC,
- Act as a liaison centre for NASC’s customers in the matter of consulting services to be delivered by NASC, and
- Organize different seminars and workshops for disseminating research findings and promoting knowledge sharing culture.
It has following specialized Centres:
a. Centre for Marketing and Consulting Services
b. Centre for Research and Development
c. Academic Programme Unit
Mr. Narayan Gopal Malego- Chairperson
Dr. Bihari Binod Pokharel- Member
Dr. Hari Dhungana- Member
Dr. Prakash Chandra Bhattarai- Member
Mr. Trilochan Pokharel- Member Secretary
Management Learning Group
The main objectives of the group are to:
- undertake various training, research and consulting related functions in the areas of organisation development, human resource management, knowledge management and IT and customer care and relations management;
- deploy staff deputed to the group;
- identify development needs and coach staff accordingly;
- monitor, coordinate, and quality control of various activities carried out by centers within the group; and
- identify and introduce innovative programmes for centres.
The major functions of MLG are split into various functional streams and thematic streams. Each is described below:
MLG has four core functional streams in the areas of organisation development, human resource management, knowledge management and IT and customer care and relations management. They are as follows:
· Training and development function (both institutional and in-company programmes)
· Consulting service function (for NASC’s customers in both public and private sectors)
· Research function (both inside and outside NASC)
· Systems development function (development and implementation of internal improvement programmes)
- Organisation development/institution building
· Organizational behavior
· Management systems, processes and practices
· Strategic management
· Management information system
· Productivity and quality management
· Human resource management systems, processes and practices
· Human resource development
· Knowledge management
· Learning organisation
· Customer care and relations management
· Customer interface / public relation
· Customer satisfaction
· Handling customer complaints
· Financial management
· Budget preparation and implementation
· Books of accounts and system of accounting
· Internal control and internal audit
· Financial audit and settlement of queries
· Fund flow analysis and cash management
· Financial reporting and financial statements
· Other areas related to management, but not specified in other group / centre / department
There are five centres within the MLG. Objectives and functions of each centres are described below:
- Centre for Organisation Development
- Centre for Human Resource Management
- Centre for Knowledge Management and IT
- Centre for Customer Care and Relations Management
- Centre for Financial Management
Provide management services to other functional departments, centers and units of NASC through efficient and effective management operations.
MSD has been responsible for all those functions that are related to overall general management of NASC and arrangement services to other departments, centers and units. Specially, its main functions are as follows:
- Manage annual planning process, monitor progress on a monthly basis throughout the year and to produce a periodic progress report
- Manage the annual NASC financial planning process, to monitor progress on a monthly basis by departments/centre and activity to produce a monthly report for management
- Manage the recruitment of all kinds of staff- full-time, part-time and temporary, necessary for the successful operation of all activities of NASC.
- Develop and implement a process to support to work of all department/centers/units by providing, where necessary and appropriate, all kinds of physical, financial and human assistance and to produce a monthly report for management,
- Manage the personnel function and maintain full personnel records in respect of the human resources of NASC performance appraisal system, and to supply management with timely performance reports for promotion purposes.
- Develop and manage the NASC staff development plan in order to ensure the NASC staff are given the opportunity to improve knowledge and skills so as to improve their contribution to the work of NASC and to produce a monthly staff development report with details of staff development activities for management.
- Manage library and documentation and information services of NASC.
- Develop and manage appropriate computer information systems to enable management to take effective decisions in relation to the operation of NASC.
- Develop and implement a NASC computerization plan, including funding sources, to enable NASC to optimize efficiency and effectiveness in its operations.
- Develop and implement the process of optimally utilizing and maintaining all computer teaching laboratory facilities within NASC and to produce a monthly report on usage for management.
- Develop and implement a process to assist the work of department/ centers/units by providing, where necessary and appropriate, central supplies support and to produce a monthly report on central supplies usage and stocks for management.
- Develop and implement a process to assist the work of department/centers/units by providing where necessary and appropriate, computer desktop publishing support and maintenance, and to produce a monthly report on desktop publishing activities for management.
- Develop and implement a process to assist the work of all department/centers/units by providing, where necessary and appropriate, printing and duplication support and maintenance and to produce a monthly report to printing and duplication activities for management.
- Develop and implement a assist the work of all departments/centers/units by providing, where necessary and appropriate, computer workstation support and maintenance and to produce a monthly report on work station usage fir management,
- Develop and manage a transport system for the use of NASC vehicles and to produce a monthly transport report including usage, mileage and fuel consumption.
- Develop and manage an energy plan covering the use of electricity, generated power and water and to produce a monthly energy report for management.
- Develop and implement a process to assist the work of all departments/centers/units by providing, where necessary and appropriate, audio-visual equipment support and maintenance service and to produce a monthly report on audio-visual equipment usage for management
- Manage the maintenance of the building and grounds of NASC and to produce a monthly work report to management.
- Develop and manage a system of central booking of NASC facilities and to produce a monthly facilities usage and planned usage report for management.
- Delegate authorities of MSD to other departments, centers and units of NASC as per need
- Devise a plan whereby other public sector organization can see the process of NASC central management in operation and can derive the benefits by applying the NASC management model.
- Undertake non-core functions of NASC (e.g. selection examination preparation class, recruitment/selection of outside agencies, etc.)
- Other areas related to management services.
Key Result Area
- Management services at NASC (Information services, physical facilities, logistic support, procurement management etc)
- Implementation of decisions of GC, EC and staff recruitment committee and other sub committees
- Physical facilities and logistic support management
- Non-core training functionss
Key Performance Indicator
- Implementation status of management services (information services, physical facilities, logistic support etc) at NASC
- Implementation status of NASC's different committees' decisions
- Implementation status of day to day administrative and financial activities ofNASC
- Satisfaction of clients
- number of non-core functions of NASC
There are mainly seven units under the MSD. Objectives and functions of each Units are described below:
- Corporate Planning and Development
- Internal Admin.
- Finance and Accounting
- Central Accounts
- Project Accounts
- Physical Property Management
- Procurement Unit
- Store / Inventory Management
- Information / Resource Centre and Publication
The main objectives of PSTD are to:
• design and provide a wide range of need-based, quality training and development opportunities to improve the capabilities of individuals working at different levels in civil service and other public organizations;
• deploy staff assigned to the department;
• identify development needs and coach staffs accordingly;
• monitor, evaluate, coordinate and quality control of various activities carried out by centers within the department and
• introduce innovative and pragmatic approaches to training
The major functions of the PSTD are split into functional streams and thematic streams. Each is described below:
• Undertake regular survey and studies for analysing and identifying training needs in civil service and other public organizations and develop various “core” and “result-oriented” training programmes.
• Deliver a range of core courses for employees of civil service and other public organizations.
• Design and organize the training programmes involving different subject areas or disciplines in one package.
• Develop and produce original, standardized and relevant training materials
• Provide complementary support to other departments, centres and units operating within NASC.
PSTD has been responsible mainly for designing and implementing core training programmes covering various subjects and disciplines in one package, i.e., those programmes which do not directly fall within the scope of any one single specialized centre of NASC. Specifically, its training functions consist of mix of two or more of the following thematic streams:
• Managerial skills
• Office management
• Financial management
• Human resource management
• Organization development
• Development approaches
• Development planning
• Project planning and management
• Governance and state management
• Administrative Federalism
• Information management
• Others (i.e. those areas falling within the functional scope of more than one centre of NASC)
There are two centres within the PSTD. Objectives and functions of each centre are described below:
1. Centre for In-service Training
2. Centre for Induction Training