FUNCTIONAL ANALYSIS AND INSTITUTIONAL ARRANGEMENTS IN THE FOREST SECTOR IN FEDERAL SETTING OF NEPAL
Service rendered to Ministry of Forest and Soil Conservation through Hariyo Ban Program/WWF Nepal
Following the promulgation of the Constitution of Nepal on 20 September 2015, the Ministry of Forest and Soil Conservation (MoFSC) with the support from Hariyo Ban Program/WWF, Nepal took initiatives to conduct a detailed analysis of the functions and institutional arrangements on forest sector (including all the allied sectors). Upon request of the Ministry, we have been undertaking a detailed functional analysis based on constitutional provisions on forest sector and recommend on appropriate institutional arrangements at three tiers of Governments in line with the principles of federalization. The study reviewed existing functional and institutional arrangements in forest sector of Nepal and selected countries with federal system as reference. It has also analyzed the provisions of functional allocations to three tiers of governments in the constitution. The Analysis Report was also shared in ‘Environment Protection Committee’ of the Legislature-Parliament chaired by Honorable Chairperson of the Committee Janak Raj Chaudhary. Honorable Forest and Soil Conservation Minister Shankar Bhandari attended the interaction, including 30 members of the committee and senior officials of MoFSC. The study will also provide a set of recommendations as inputs for the government in making decisions to implement federalization in the forest sector.
DESIGNING ORGANIZATION STRUCTURE OF LOCAL GOVERNMENTS
Service Rendered to Local Level Restructuring Committee and Ministry of Federal Affairs and Local Development
Restructuring of local level was the major step of implementation of constitution promulgated on 2015. For this purpose, the Local Level Restructuring Commission (LLRC) was constituted in March 2016. One of the mandates of the Commission was to delineate organization structure and staffing requirements in defined organizational units of local governments. NASC was entrusted to support the Committee and carry out functional analysis of local level based on the constitutional provisions; defined administrative service groups and outlined organization structure of local governments. Major principles considered while devising organization structure and manpower projection include population determining size of the potential service recipients, workload in concerned work unit/s, job interest, ability to implement, productivity and efficiency, accountability, multiple responsibility, joint service mechanisms and inter-government relationships. We proposed number and level wise manpower to these organization units. Further, the study has also proposed alternative solutions for the adjustment of existing manpower hired by local governments. We defined vertical and horizontal relationship among local governments in relation to structure and manpower mobility. We also recommended defining competency framework for local level service that would create baseline for all human resource management functions at the local level. Similarly, detailed organization and management survey based on detailed job analysis is needed once local level election is completed.
STRATEGIC PLANNING OF PUBLIC SERVICE COMMISSION
Service rendered to Public Service Commission
Changing landscape of the civil service and competency required for public sector jobs demand innovation and effective implementation of assessment center methodology to ensure ideal notion of ‘right person for the job at the right time’. Similarly, hiring people with high degree of integrity, adhering to professional standards and values of public service have become decisive competencies in the new system of governance that requires re-orientation in strategic approaches and techniques of HR acquisition. As a professional HR advisor of the government, Public Service Commission should be able to stand firm by developing its competencies especially in human resources, information resources and infrastructures to deliver such broader and challenging responsibilities. Proper alignment of its vision, mission, objectives and strategies with resources and competencies add value to the overall functioning of the commission. In this light, upon the request of the Commission, NASC formulated a three-year Strategic Plan (2074/75 to 76/77) devising strategies to address key result areas of improving service delivery, fostering market engagement and strengthening institutional capacity. The plan was prepared based on detailed strategic analysis and wider stakeholder consultation.