Position Title: Admin and Finance Officer
Badghis, Bamian, Ghowr, Kapisa,
Nimruz, Nuristan, Paktia, Panjshir,
|Employment Type:||Full Time|
|Salary:||as per the Policy|
|No. Of Jobs:||10|
|City:||Mahmood-e-Raqi, Charekar, Bazarak, Bamyan, Gardez, ParUn, Aybak, Ferozkoh, Qala-e-Naw, Zaranj|
|Years of Experience:||2 Years|
|Contract Duration:||07 Months|
|Close date:||18 Oct, 2020|
IDLG was established on 30 August 2007 by Presidential decree, transferring the responsibilities of the Civil Administration division of the Ministry of the Interior to a new independent directorate. The Presidential decree also transferred the responsibility for supporting Provincial Councils to IDLG, creating a single structure responsible for sub‐national governance in Afghanistan. IDLG, therefore, has direct management responsibility of Tashkeel staff working in sub‐national governance institutions such as Provincial and District Governors’ Offices, Provincial and District Municipalities, and Provincial Councils (PCs).
IDLG’s vision is to make a difference in the lives of Afghan citizens by providing them good
governance. IDLG’s mission is consolidating peace and stability, achieving development and
equitable economic growth and achieving improvements in service delivery through just,
democratic processes and institutions of good governance at sub‐national level.
Improving sub‐national governance in order to achieve stability, security and development
Providing good governance at sub‐national level
Establishing and strengthening government institutions at sub‐national level
Ensuring public participation in decision making
IDLG has four functions, as follows:
Policy Development: Development of sub‐national governance policy and revision of laws, regulations and rules of procedure in line with this policy
Institutional Development: Provision of organizational strengthening, capacity building and support to sub‐national governance institutions
Broader Governance: Support for the participation of stakeholders and citizens in subnational governance processes
Support: Facilitating the delivery of national programs and initiatives through subnational governance institutions
About CCNPP and REACH/Dastarkhan-e-Milli
The Citizens’ Charter is an inter-ministerial, multi-sectorial NPP, where Ministries have collaborated to provide basic services to urban and rural communities. The key service delivery ministries and independent directorate involved are: Independent Directorate of Local Governance (IDLG), Ministry of Rural Rehabilitation and Development (MRRD), Ministry of Education (MoE), Ministry of Public Health (MoPH) and Ministry of Agriculture, Irrigation and Livestock (MAIL), with oversight by Ministry of Finance (MoF). MRRD has a key role and will be responsible for infrastructural development and strengthening CDCs and Cluster CDCs. The Community Development Councils (CDCs) will be linked to sub-national government to improve communication and coordination from the community to the district, provincial and national levels - increasing Government visibility and accountability. The Citizens’ Charter is an important foundation for the Government’s reform agenda, contributing to a number of priority areas including: Ensuring Citizens’ Development Rights; Building Better Governance; Reforming Development Planning & Management and Developing Partnerships.
The Citizens’ Charter intends to improve service delivery by ensuring minimum service standards, provide greater responsiveness by the Government to the people and increase the level of public satisfaction with services.
The urban CC coverage by IDLG includes 850 communities and 170 gozars in the 4 main cities of Herat, Mazar, Kandahar and Jalalabad. Urban CC aims to improve infrastructure, services and emergency support to communities, via their elected Community Development Councils (CDCs) and Gozar Assemblies (GAs). Urban CC subprojects include sectors for transportation, water supply, power, urban development such as waste/ garbage disposal and sanitation, parks, women’s economic empowerment projects etc.
The poverty rate in Afghanistan has increased markedly from 38 percent in 2012 to 55 percent in 2017, when the last household survey was carried out.
As per the ALCS 2016/2017 report released in 2018, 59% of rural Afghans population lives under the official poverty line. The Covid-19 lockdowns, border closures, increased prices, loss of jobs and employment opportunities etc. have all resulted in a further socio-economic crisis for a large part of the country’s population.
The rural CCAP already included grain banks and Social Inclusion Grants (SIG) under their emergency response category added at the time of the first CCAP Additional Financing (1st AF). However, with the need to respond to the socio-economic crisis resulting from the Covid-19 situation in the country, it is proposed to reallocate some part of the existing CCAP funds towards this emergency response. As such the category 5 (SIG/ MCCG) in the CCAP legal agreements (grant/ financing agreements of IDA/ ARTF, will be divided between both the rural and urban CCAP and funds from other categories will be temporarily reallocated to this category to provide for the planned relief packages.
Both the CCAP Covid19 relief response and REACH relief aid approach works through Community Driven Development principles that include community-driven beneficiary selection, locally planned and conducted distribution of relief aid, with sensitivity to households that require special arrangements such as women-headed or those that are headed by elderly, disabled or drug-addicted persons. Further, the REACH approach differs in that it provides relief aid to all food-insecure households, whereas Humanitarian approaches limit their beneficiaries to a relatively small percentage of the community.
Under the REACH Program, Social Organizers will work with community leaders (who will represent their respective neighborhoods) and engage them in participatory processes to enable them to conduct fair and equitable beneficiary selection, safe distribution of relief aid, and the proper documentation to receive and account for the funds. Unlike Humanitarian Emergency Relief efforts, where ‘outsiders’ determine beneficiaries, distribute the aid, and fill out the paper work, the REACH approach will work with community leaders to lead the efforts in their communities and thereby ensure more efficient and effective implementation, whilst building capacity of local leaders to consider equity, transparency, and accountability in relief efforts; at the same the leaders and youth in their communities will learn, disseminate and reinforce the COVID 19 safety measures that are so important to contain the virus. To the extent feasible within the social-distancing requirements, the community leaders will consult with all households in their assigned neighborhoods.
The REACH is divided into four core components as outlined below:
Component 1: REACH Rural: Household support in rural and peri-urban areas
- Provision of relief support in the forms of food and hygiene products to selected households in rural and peri-urban areas, including nineteen (19) provincial capital cities and those areas outside the municipal boundaries of Kabul and the other provincial cities.
Component 2: REACH Urban: Household support in provincial capital cities
- Provision of relief support in the forms of food and hygiene products and/or cash to selected households, including returnees living in settlement camps inside municipal boundaries, through CDCs and/or GAs in fourteen (14) provincial capital cities.
Component 3: REACH Kabul: Household support in Kabul Municipality
- Provision of relief support in the forms of food and hygiene products and/or cash transfer to selected households in Kabul.
Component 4: Project management, communication, and monitoring
- Provision of support for Project management and capacity building; dedicated strategic communications; and monitoring, including safeguard compliance for (a) MRRD; (b) IDLG; and (c) Kabul Municipality.
IDLG is responsible for the Management of component 2 of the REACH program in the fourteen cities.
Administrative Duties and Responsibilities:
a. General Administrative:
- Plan, prioritize and implement project activities related to administrative needs and services;
- Ensure efficient, effective, responsive, transparent, and accountable provision of administrative services to support the implementation of project activities;
- Ensure production and maintenance of up-to-date and accurate administrative records and reports including an organized filing system;
- Facilitate and organize events such as conferences, workshops, seminars and meetings;
- Ensure a clean and healthy environment by ensuring proper maintenance of office premises;
- Ensure staff and office safety and security precautions are in place all the times;
- Keep filing system up to date and accessible for the staff - receiving, distributing and filing all incoming and outgoing mail (letters, requests, e-mails, official documents);
- Supervise, train, and manage support staff;
- Any other duties assigned by the PMU Head
- Manage the PMU fixed and non-fixed assets and ensure transparency and accountability in the assets management;
- Arrange office space and necessary assets for all staff and ensure the assets safety;
- Keep up to date the assets registry and ensure the proper assets distribution to staff;
- Ensure timely inventory of newly acquired and received equipment and assets;
Official Travels Management:
- Facilitate and coordinate the staff DSA documents clearance with PIU;
- Review and verify the transportation needs of the project and manage rental vehicles accordingly;
- Manage the drivers and vehicles usage as per the contract requirements,
- Manage and supervise the recording of log-books, and keep the vehicles ready for the tasks all the times;
- Review and report the rental vehicles logbooks and the driver’s attendance on a monthly basis;
Financial Duties and Responsibilities:
- Request advance petty cash on a monthly or quarterly basis;
- Properly log all the petty cash expenses;
- Properly prepare the small purchasing documents and reporting as per the requirements;
- Purchase non-fixed assets, services, and office supplies;
- Prepare and process the clearance of the small purchases, services, and supplies payments;
- The Admin and Finance Officer shall report to the PMU Head and he/she shall have close coordination with PIU Administration Management Unit Head.
- At least 12th grade with two-year relevant work experience.
Qualified Afghan applicants are encouraged to submit their resumes with a detailed application letter including a contact number or address. Please submit your applications electronically to email@example.com
Note: Total number of positions: 10 (One position per Province).
The HR Department will not entertain telephone inquiries.
Please specify the vacancy number along with the title of the position and location in the subject line of your email or else your application will not be considered.
Only short listed candidates will be contacted for a written test.
The Citizens’ Charter/EZ-Kar/REACH is committed to ensuring a fully transparent and meritocratic recruitment process for all programme and Tashkeel positions in its purview. CVs, written tests, and interviews are reviewed by a multi-ministerial committee, including IDLG, MRRD, and Ministry of Finance. The World Bank has final signing authority on all appointments. Checks and balances have been put in place to prevent any potential for nepotism, discrimination, or favoritism. Any attempts to influence the requirement process will result in the immediate disqualification of the candidate
The IDLG DMM CCAP/EZ-KAR PIU strongly encourages woman candidates to apply. It applies a pro-active and positive discrimination policy towards woman
candidates as follows:
(a) Women candidates with slightly lower than the stated required educational qualifications will also be considered.
(b) If the difference in the written test and/or interview scores between the male and female highest scoring candidates is less than or up to 5 out of 100 total
points (or a difference of up to 10%), the woman candidate will be offered the position (even where she scored the lesser points).
(c) If offered this position, the woman position holder will be allowed an adult male or female relative as a maharram for official travel, if/when required.
(d) The IDLG and its CCAP/EZ-Kar PIU will promote a women-friendly environment with clear anti-harassment policies enforced.