ADB funded NASLA project a. Oversee the progress of NASLA's organizational capacity development activities,coordinating closely with the project management unit and the NASLA seniormanagement team;b. Develop a workplan agreed with NASLA management for the institutional strengtheningof NASLA through provision of technical support, review of its curriculum and capacitybuilding interventions to enable it to fulfill its mandate;c. Facilitate institutional and organizational assessments to develop capacitydevelopment plans, monitor curriculum delivery, student enrollment and track theprogress of NASLA over start up period to establish operations;d. Monitor the overall quality assurance framework for NASLA to ensure curriculum andteaching standards are aligned;e. Support the development of the NASLA operations manual to establish coreoperations;f. Support management to strategically position NASLA within networks and incollaboration with particular partnerships to enhance communication and leverageopportunities with other local government schools in the region;g. Develop a study tour exchange visit with a suitable local government school in theregion that has applicability and relevance to the NASLA operational mandate;h. Identify regional learning systems and models / governance frameworks that supportdecentralization reforms and innovations;i. Develop capacity building materials and provide tailored training and technicalassistance for local organizations; andj. Monitor, document and report on progress, including tracking of all relevant M&E dataand periodic program reporting.

a) Preparation Of Detailed Master Plan & Preliminary Design Report For Pre-Feasibility, Feasibility Study and Preparation of Detail Project Report of East Urban Corridor (EUC) Development Project Coverin Damak Municipality, Dharan Sub-Metropolitan City, Inaruwa Municipality, Inaruwa Municipality, Duhabi Municipality, and Biratnagar Metropolitan City. ( b) Used participative diagnostic tools (PESTEL, SWOT, Questionnaires, Discussions, Root Cause Analysis, Interview, Literature Review, workshops etc.) for assessing Institutional Capacity of 6 Municipalities to implement various projects and better financial Management , revenue enhancement and implementing social and environment safeguards ( c ). Assessed institutional capacity of Department of Urban Development and Building Construction (DUDBC, The Ministry of Urban Development (MoUD) , Govt of Nepal using participatory tools and work shop. ( d) Developed comprehensive Capacity Building Plan ( Road Map) for 6 Municipalities as well as capacity interventions to develop capacity of Client ( Department of Urban Development and Building Construction (DUDBC) ; ( e) Plan , analyze and recommend study tour for top/Senior executives to India to gain practical experience on decentralization and Recommend Training Programmes both for Municipality Officials and Client with substantive reporting

(i) Review and analyze the current and future human resource needs of EDTL in light of government plans for the power sector to deliver reliable, quality, and sustainable electricity supply; (ii) Review existing training policies and plans for EDTL and identify gaps related in the trainings. Then support the redrafting of the existing training policies and plan in collaboration with the EDTL HR Department; (iii) Review the capacity of skilled labor and management for: (a) power generation, (b) transmission system, and (c) distribution system to identify gaps related to the existing training systems in place and to develop a program that enables training that is related to specific skill sets coupled with evaluation and certification; (iv) In developing the training program under item (ii) above, design them as individual modules for engineers and linesmen that will be phased from a staff graduate level to an advanced experienced level; (v) Determine if technical training can be supported through one of the local technical training centers for new technical staff in the theory of transmission and distribution networks as well as in electric utility operations. If not possible, recommend viable alternate solutions in addressing this requirement; (vi) For Management training, recommend short-term courses at training colleges in Australia, Indonesia, Malaysia or Singapore; (vii) In addressing the institutional capacity of EDTL, the consultant will make suggestions on how on-the-job training of EDTL technical staff can be systematically implemented; (viii) Identify training needs for specific maintenance procedures (generation, transmission and distribution) of EDTL operations in collaboration with EDTL technical staff; (ix) Design training programs/curriculum in: (a) generation systems to including diesel power plants, liquefied natural gas (LNG) plants, and ground mounted solar PV plants

( a) Provide leadership and technical expertise in local governance areas and work closely with National School for Local Administration (NASLA) to ensure that training, coaching, and monitoring are conducted in a quality manner in alignment with NASLA priorities and staff competencies( b) Review the design of courses and programmes and make recommendations or revisions for the NASLA interim training strategy-ensure that the courses/programs are in line with broader targets in meeting gender and climate related training ( c)Engage local subnational government leaders during training workshops and activities by facilitating their priorities and ideas for enhancing the quality of local governance and the participation of citizens;( d) Provide direct management and oversight of course design, development and implementation of institution-building and capacity-building trainings under NASLA program;( e) Support the lead curriculum development expert/team leader and NASLA staff in undertaking a job analysis to determine skills and competencies needed for sub national staff to determine the required qualifications for their positions in line with NASLA agreed job descriptions;(f) Provide inputs into the quality assurance framework for NASLA to ensure curriculum adheres to standardized delivery and is of high quality;( g) Support the lead curriculum development expert/team leader to develop a Competency-based Position Description (PD) for sub national staff to inform the capacity development program ( h)Support the lead curriculum development exper to develop NASLA training program in line with the agreed competency standards for sub national staff position;(i) Work with NASLA and the lead curriculum development/team leader expert on sharing and facilitation of these courses and materials through an online platform;( j) Work closely with the M&E and Learning Specialist to establish guidelines for ongoing assessment and evaluation

(a) Review the current HR Organizational plan and planning process with IREDA HR management and the Technology Groups with specific regard to IREDA’s Business Plan FY 17-21 (the Business Plan), as updated by IREDA, and other plans identified or provided by ADB and IREDA .(b)Identify and make recommendations on areas of industry best practice to be incorporated in the planning process. Review, monitor and make recommendations to the HR Group on IREDA's Human Resources strategy and policies that pertain to staffing, compensation, benefits, and related issues of strategic importance that directly affect IREDA's ability to recruit, develop and retain the highly-qualified staff needed for it to achieve its mandate.(c )Assess IREDA’s organization-wide Human Resource needs and growth requirements to achieve the Business Plan including the impacts of material Organizational planning (to include IREDA’s public offering), new services, administration, and technology requirements, externally and internally(d)Collaborate with IREDA HR Management on the preparation of a comprehensive Organizational Human Resource plan in support of the Business Plan, report on progress to ADB, and be available to assist/support presentation of the resulting plan by the HR Group to IREDA management.(e)Coach and guide HR Managers for effectiveness ; Recommend and support follow-on Training and/or working groups within IREDA and the HR Group to satisfactorily assure IREDA's Human Resources management activities are adequate and effective

(a) Develop work plan, activity plan and review of the management structure, organizational culture, communication arrangements, internal working relationships, skill& Competencies needs to improve staff performance of the Institute of Local Government Studies (ILGS) to establish the current gaps affecting its operations (b) An assessment of the Institute’s organizational image with respect to its mandate in relation to stakeholders at the national, regional and district levels. , An assessment of its current revenue streams in relation to its operational overheads and where cost-reduction measures could be adopted for sustainable operations.(c) Present the findings and recommendations of the organizational assessment to management at a workshop for validation and jointly agree on the business model (d) Develop of a business strategy document with a plan to operationalizing the validated recommendations to strengthen the Institute’s operational capacity ; and international networking and developing partnership with reputed institutions and universities ( e) Deliverables- OD Assessment of ILGS , Workshop and Business Strategy Report

Conduct an independent assessment of the impact of the knowledge and skills development resulting from training( formal training, Workshop/Seminars and Study Tours funded by AFDB) on procurement and accountability (Internal control and External oversight) functions for the improved management of public resources; To provide recommendations for strengthening the design, delivery, monitoring and evaluation (including materials, methodologies, indicators and logistics) of training programs.(b)Undertake an independent assessment of the development/change influenced by trainings that enables/hampers participants to undertake their departmental roles and functions, and in turn on the provision of sustainable, effective and efficient delivery of organizational goals.(c)An assessment of the short and long term impacts of the knowledge and skills developed (as a result of the ISEP project training) on the wider PFM environment; on the capacity of institutions, organizations and structures to undertake their roles and functions, and in turn on the provision of effective, efficient and sustainable development.(d) Recommendations with respect to strengthening the impact of the training on institutions, organizations and structures responsible for sustainable PFM implementation and within ISEP project.

(a) Review and analyse the Prime Minister decree to establish the new agency and form its Board of Trustees; the MTI’s decrees to form its BOD and Advisory Board, MTI’s Strategic Plan (2016-2020), Review organizational structures and functions of the merged entities, SFD and ITC, and the relevant related functions of IMC and ICTI, to be combined in the new agency.(b)Conduct discussion interviews with all key officers of SFD and ITC to confirm understanding of functions, services, and structures of those two merged entities.(c)Develop alternative scenarios/models for the organizational structure of the new agency with an analysis of justifications and foundation of each alternative; Develop detailed functional statements of each of the organizational units proposed on the alternative structures(d) Develop descriptions new positions and TORs for consultants besides revision job description of senior management position ( CEO, Deputy CEOs and GMS- total 18 nos) ; Develop training and development policy , coaching and transfer of knowledge to local counterparts ;Deliver exit-of-assignment presentation to USAID and SEED

(a)Develop training modules on team building, time management, motivation, orientation, coaching for improved performance, leadership development, emotional intelligence, and customer satisfaction. (b) Conducting training and evaluate workshops and suggesting improvements where required (c) Develop framework for continuous learning which should identify learning needs of the employees, prioritize learning needs, help the public sector employees get the most from the induction and performance management, gain recognition of prior learning and help employee in development process( d) Develop capacity-building plan will be intended to encourage each manager and support staff member to develop himself/herself and achieve their full potential, consistent with the priorities and objectives of the organization.( e) Develop sustainability plan for continuous learning to focus on active learning where learning occurs in both formal and informal settings; changing old habits of conceiving, designing, delivering, and evaluating learning and development , Substantive report writing, conducting workshops etc. ( f) Conducting 5 workshops and substantive reporting ( 5 reports)

(a)Develop work and Program implantation plan and monitoring frame works along with Team Leader(b)Identify of thrust area /topics for pilot program for advanced seminars/works shops on road and transport sector; Based on identified thrust area, identification of technical/professional experts (both national and international) for possible empanelment as presenters /resource persons(c)Determining the scope and form of involvement of GOG bodies such as R&BD, GIDB, STC, GERI and relevant academic institutions in execution of seminar/workshop Preparation of policy for capacity building plan and Evaluation Input in finalization of report on ‘Pilot’ Program of Advanced Seminars & Workshops (d)Initiating and facilitating coordination/collaboration with relevant agencies including R&BD in successful implementation of pilot program;. Input in empanelment of pre-identified internationally experienced experts,3. Input in finalization of Mid Program Report and Task Completion Report Inputs/Suggestions on Centres of Excellence instances to be reviewed (e ) Manage the e- procurement of training and learning consultants/providers including preparing Terms of Reference for consultants, as required; rendering advice on preparing of Requests For Proposals (RFP), Requests For Quotations (RFQ) and other solicitation documentation intended for the procurement of training/seminar services (f)Input in finalization of Report on “Inaugural 1-year program” for new Centres of Excellence and Mid Program ;Report on implementation of CoEs (g) Providing inputs for inception report , monthly and quarterly reports and conducting seminars and workshops

:(a)Worked at Delhi and in various states directly with state Heath Directors on governance,, institutional development and convergence issues as various health programs required convergence( rural health, urban health , vaccination , population control programs etc) at local and subnational level for effective implementation (b) Studied and analyzed policy issues on all the above areas to identify synergy through better utilization of IT resources/infrastructure (c) Substantive liaison and coordination at various levels and visited sites and prepared heath education program for workers and project level officials to ensure that there was no duplication of activities at national, sub-national and local level( d) Recommendation on optimal utilization of ICT for improved visibility communication (e) Developed Capacity development strategy and road map for capacity building of Substantive reporting of 5 urban health missions

(a) Developing work plan and implementation plans, measured performance in projects involving -Identify process, Identify critical activity to be measured, (b) Establishing the SPO( Dhaka BRT, a fully owned Government Company) –proposing alternative structures, define goals and missions, development time and task based plan for institutional development, staffing priorities, hiring; Refining goals and missions of Dhaka Transport Coordination Authority( DCTA), review roles and responsibilities (c) Undertaking a strategic situation on HR & service delivery needs of the two large institutions ( Dhaka BRT Company & DCTA) over the longer term; and advised on full range of HR activities- manpower planning, recruitment, salary and incentives, selection, promotion, performance appraisal, promotion etc.... and all formats for performance appraisal including formats for grievance handling and developed 60 job descriptions( Managing Director to Driver) of Dhaka BRT Company keeping core competencies required (d) Provided full range of advice on HR matters- recruitment, incentive administration, performance management, grievance handling and prepared policies , procedures and SoPs linking performance to incentives (e) Ensure appropriate financial controls are in place for all incentive based compensation programs. Provide leadership and direction around participation in market data initiatives, evaluating and preparing competitive benchmark data analysis as required.( f) Ensure that gender is mainstreamed across the program, including training materials, monitoring, operations, policies and procedures and design activities that target women and girls within the scope of the project; Facilitate gender training with program staff and program stakeholders;

a)Facilitate an Inception Meeting with the Ghana Adolescent Reproductive Health (GHARH) team and other stakeholders as needed in order to commence the exercise (b)Conducted institutional capacity assessment of NPC and advised on capacity development and prepared capacity road map(c) In consultation with the GHARH team, develop performance measurement standards for the criteria and sub-criteria in the key areas of capacity through research ( both desk and field) , administered questionnaire and collected data(d)Established a clear baseline for organizational capacity, and develop measurable and objectively verifiable definitions for what changes to capacity look like in each of the criteria and sub-criteria and indicators (e) Developed indicators ( inputs, process, output, outcome and impact ) and a methodology as to how and when changes in capacity will be assessed, documented and objectively verified(f) Draft a capacity development measurement plan for measuring capacity for approval by all stakeholders prior to submission (f) Submit a capacity development report and another 6 large reports

(a)In collaboration with the Team Leader , lead and assess baseline capacity and training component of the project , which will entail implementing the PIP ( Productivity Improvement Program) required training to build capacity for various cadres(b)Assessing the role, prospectus and capacity of Bandari College( training institute of Kenya Ports Authority( KPA);Assessing the role, prospectus and capacity of other maritime Training Organizations in Kenya providing services to KPA for baseline institutional capacity of training institutions;(c)Developing a competency framework identified trades to be trained grouping them in to 3 categories grouped in three main categories- Managerial, Generic and Technical/ Functional with focus on i) seafarer training (Masters, Mates, Engineers, and other seafarers employed in shore-based positions ii) operation managers and section head in line with the UNCTAD train for trade (port training) program; iii) general port labour in line with the ILO guidelines for Training the Port Sector to Promote Multi-skilled Specialists and Certified Workers; iv) customs and clearing and forwarding agent training.(d) Determining Training of Trainer needs, including short, medium and long term Technical Assistance requirements; Establishing strategic partnerships with other more developed ports for exposure(e) Making recommendations for the development of International Partnerships with other training organizations for immediate and medium/longer term needs

(a)Base line review of current set-up and departmental functions of Department of Transport Management (DOTM), Metropolitan Traffic Police Division (MTPD) and the High Level Policy Coordination Committee (HLPCC)(b)Used diagnostic studies using desk review of literature, documents, collection and interpretation of primary data, needs analysis , SWOT and other studies.: Extensively used diagnostic tools(Interview, Questionnaires and client’s feedback reports SWOT analysis, Sample Wasteful Work Practices Worksheet, RAMP matrix etc....) to identify strengths and weakness, problem areas ,areas requiring special attention and planned for tangible improvements of delivery systems to identify areas for reforms and improvements and enhanced the existing institutional set-up for the above 3 Government agencies in to enable them to implement the proposed Project components effectively.(c) Serve as the primary point of contact on programmatic issues for Gender in the project; Advising on gender programming and supporting key aspects of project implementation; Ensure that gender-related project outcomes and indicators are being achieved (d) Rendered advice on full range of HRM, HRD , Organizational Development and Capacity Building Issues ; based on reorganization planning planned and Improved systems and procedures, and Building linkages with other Organizations, Improving delivery systems (e) Prepare Capacity Development road map for Metropolitan Traffic Police Division (MTPD) and Department of Transport Management ; Conducting and facilitating workshops, seminars and brainstorming sessions with emphasis on transfer of skills and knowledge to local officials and consultants

(a)Assisted Team Leader in ensuring efficient project management(b) Developing the organization ,functioning and capacity of the Traffic and Road safety Cell( T& RSC) , Ministry of Transport, Government of Karnataka(GoK) through developing and advising through road safety policy and strategy development(c) Preparing job descriptions of all key positions identifying skill, education and experience requirements and procedure for selection, fair recruitment with assured career growth ;Planning and developing compensation strategy to retain talent; Policies on performance appraisal using improved formats for technical personnel and linked bonus and added benefits to performance and incentive administration(d) Developed Policy for scheduling regular discussions with staff members about their career goals and how to achieve them, Evaluating employee performance annually , Provide both positive feedback and suggestions for improvement, Using Performance evaluation as a tool for development both personally ( e.g. Training) and professionally ( career options ), Coordination with inter-ministry ad inter-department agencies ( Department of Transport, Karnataka State Highways Transport and Traffic Authority( KSHTTA) , funding agencies like World bank and ADB etc....); Developed revised organization structure for an empowered Traffic and Road safety Cell ( over 100 officials) (e) Maintain an up-to-date and thorough understanding of gender issues related to project components; Conduct an assessment of current gender mainstreaming activities;

(a)Work directly under Deputy Minister , Ministry of Social Affairs and Labour( MoSAL), Yemen to set up the SSC( Staff Selection Commission)-Identify criteria for the selection of SSC members; Identify members of SSC among MoSAL Define the mission of SSC taking into consideration the specific interests of MoSAL in allocation of important posts(b) Design/approve the appointment process for Director Generals, Directors, Head of Units and Unit Staff; Elaborate job descriptions based on the organizational structure set by the Government of Yemen for the positions for key positions(c) Set up guidelines for transparent recruitment processes and mechanisms for staff selection ( internal recruitment, definition of guidelines for application forms and applications, etc...);Selection process methodology (d) Plan ,Develop and implement the performance management system (PMS);Draft the PMS concept; Set performance objectives in cooperation with the leadership of MoSAL; Develop the performance action plan of the Ministry; Discuss and agree on MoSAL HRD strategy with the beneficiary and conducted workshops to implementing changes , discussions with stake holders and developed activity plan(e) Reviewed and improved compensation and benefits policy based on recent survey conducted and other participative approaches. Classified and merged few grades to make jobs more motivating and introduced perks like educational allowance, bonus on good performance, linking salary and wages to performance. Led the development of the compensation and benefits strategy across the organization to ensure internal equity and external market competitiveness ( f) Reviewed the procurement policy of Ministry of Social affairs and Labor Government of Yemen and advised development of a procurement manual which provides e-procurement guidelines for fair and transparent procurement of stores and services (g)Submit 6 reports to Ministry and the EU Delegation,

(a) Developing work plan and implementation plans, measured performance in projects involving -Identify process, Identify critical activity to be measured, (b) Establishing the SPO( Dhaka BRT, a fully owned Government Company) –proposing alternative structures, define goals and missions, development time and task based plan for institutional development, staffing priorities, hiring; Refining goals and missions of Dhaka Transport Coordination Authority( DCTA), review roles and responsibilities (c) Undertaking a strategic situation on HR & service delivery needs of the two large institutions ( Dhaka BRT Company & DCTA) over the longer term; and advised on full range of HR activities- manpower planning, recruitment, salary and incentives, selection, promotion, performance appraisal, promotion etc.... and all formats for performance appraisal including formats for grievance handling and developed 60 job descriptions( Managing Director to Driver) of Dhaka BRT Company keeping core competencies required (d) Provided full range of advice on HR matters- recruitment, incentive administration, performance management, grievance handling and prepared policies , procedures and SoPs linking performance to incentives (e) Advise on compensation related matters, partnering with the HR leadership team and business leaders as needed; ensure appropriate financial controls are in place for all incentive based compensation programs. Provide leadership and direction around participation in market data initiatives, evaluating and preparing competitive benchmark data analysis as required.( f) Ensure that gender is mainstreamed across the program, including training materials, monitoring, operations, policies and procedures and design activities that target women and girls within the scope of the project; Facilitate gender trainings with program staff and program stakeholders;

a)Assess and document current capacity and current and future needs/ requirements for key institutions ( Ministries of Finance, Education , Civil Service Commission etc.)in the 2 zones of Somalia(Punt Land and Somali land)particular reference to ‘core mandates, functions, organizational structures, , human resources management and development policies, staff knowledge of Civil Servants , as well as the skills and competencies required for the proper functioning (b)Advising on best HR practices in core HR areas-transparent recruitment, fair appraisal, salary and incentive administration, promotion, provision for appeal etc. (c) Responsible for managing the program aimed at delivering learning support to the Ministry staffs , including the development of relevant knowledge products; evaluation of learning interventions and learning packages and preparation of financial and narrative reports to the donors( Power point presentation to UNDP and key Ministry Officials )on instruments for assessment ( questionnaires, SWOT Analysis etc.) and on findings and recommendations made (d) prepare reports( Inception, Draft Final Report & Final Report), one each for of the zones, specifying the findings (i.e. what exists) and making clear recommendations on what needs to be done to build the capacity of the assessed institutions with respect to Human Resource management and Organizational development (i.e. policies and systems; knowledge, skills and competencies; and staff complements for each institution

a) Undertaking a strategic situation analysis and provide a comprehensive report that scopes the Institutional development , HR & service delivery needs of MoFT over the longer term; conducting SWOT Analysis and other diagnostic studies( like HRD Climate study, RAMP Matrix, Perception survey etc...) to identify areas of reforms (b) Assist the senior management to review and assess the current state of HR systems( Recruitment, Promotion, Performance Appraisal, Grievances, Training and Development etc...) of Civil Servants and processes and develop a strategy to strengthen these by developing policies and procedures(c) Gap analysis & develop a competency framework for core, tax technical as well as management and leadership competencies that is understood and used by staff and their supervisors and where needed develop ToRs for short term TAs to support this (d) Developing policies for gender balance and gender main streaming to attract and retain more female civil servants and regularly interacted with Civil Service Commission (f) Developed competency frame work of Ministry of Finance Staff which through defining the purpose, involving key staffs, collecting information ( observation, interview people, questionnaire, analyse the work and job descriptions etc), building frame work, discussions with senior management , validate and revise the competencies as necessary and fine-tuning competencies for implementation );Developed competency framework in three main categories-Managerial, Generic and Technical/ Functional) and levels of a competency ( Advanced, proficient and Knowledgeable) to ensure that people demonstrate sufficient expertise and work more effectively. (g) Assist MOFT management to establish a framework for more effective decision making regarding learning and development activities, that ensures that learning is transferred to the job

(a) Analyse the current normative-legal basis of Tajikistan related to performance appraisal in a most fair, transparent and gender friendly manner ; Develop a draft Regulation on Civil Servants Performance Appraisal for improved service delivery as a part of public administration reforms ( b)Strengthening of the Training system; Pre-service Training and improving the qualifications (continuous Training) of Civil Service Ministry personnel and Civil Service Commission staffs; Equipping the State Bodies with the technical skills and knowledge to manage Civil Service functions(c)Conduct a survey among civil servants on support of methods, procedures and forms improvements in service delivery (d) Advised on Development competency frame work of Civil Service Ministry which involved defining the purpose, involving key staffs, collecting information ( observation, interview people, questionnaire, analyse the work and job descriptions etc), building frame work, discussions with senior management , validate and revise the competencies as necessary and fine-tuning competencies for implementation ).(e) Developing Monitoring and Evaluation frameworks and ensuring timeliness and quality of results to be delivered by the mission ; Ensuring timeliness, quality, consistency and appropriate content of reports and documents Prepare presentation and Training materials on performance appraisal and its applications for staff members of the Civil Service Commission and Human Resources Departments in State Bodies

(a) Advise development of work and action plans of the project and conduct Training on Capacity Development for various project counterparts including steering committee members and locally recruited consultants and conduct a national level workshop involving all stake holders on concepts of capacity building and NCSA, Support the Ministry of Environment, Housing and Urban Affairs in Capacity Development workshops for government officials of other related departments, representatives of civil societies and NGOs Develop self-assessment methodology and finalize thematic assessment tools and techniques; Support the Ministry of Environment, Housing and Urban Affairs in Capacity Development workshops for government officials of other related departments, representatives of civil societies and NGOs Develop self-assessment methodology and finalize thematic assessment tools and techniques.(b) Conduct capacity self-assessment at three levels (individual, Institutional , systemic & Crosscutting Issues) with assistance of locally recruited consultants; Assess capacity constraints; identify gaps and strengths focusing on the three capacity levels (individual, systemic and Institutional level).(c) Draft and finalize Fiji’s Capacity Development Strategy and Action Plan( 8 large reports) ; Managing work of local consultants

: a) advising the concerned Ministries (Ministry of Transport, Finance, Education, Forest, Local Government etc...) of the State Government of Chhattisgarh in developing Annual Working & indicative Program Implementation Plan (PIP) for the 6 years of the SPP for improved public administration reforms(b) Conducted governance risk assessment through risk perception of assessing other resources like finance, HR and procurement etc. (assigning risks as high, medium or low besides identifying non governance risks also and mitigation measures for effective project implementation (c) Advise in formulation of Human Resource Management policy for key departments; developing Job Descriptions/TORs for key officials, Rewards and Incentives ,Substantive advice on selection, recruitment , induction , promotion and appraisal and Training needs Analysis and development of HRD Strategy for key Ministries(d) Ensuring that gender and social inclusion issues are addressed and budgeted in EU state Partnership program to include comprehensive policies and procedure to address gender issues.(e ) Advising on decentralization and devolution of authority, delegation of financial powers and capacity building of local bodies including Institutional Capacity Development and identifying Training needs of office bearers (f)Advising in drawing roles of Planning Department and State Planning Board; To assess progress of establishment of Inter-departmental working group for devolution (g) Managing logistics, finance of the mission and coordinating works of other consultants and looked after entire gamut of project implementation and substantive reporting and coordination with Donors

a)As Team Leader Institutional Change working in close collaboration with the very senior Government Officials of the Islamic Republic of Afghanistan in the office of President for improved public administration reforms (b) Managing Changes during transitional phase Involving all stake holders, defining future state, activity planning , Change Management workshops, Rewards /Incentives to support system (d) Advising on full range of HR Policies( selection, recruitment, appraisal, promotion, grievances etc.) and substantive improvements in gender balance, gender mainstreaming and gender sensitive policies, discussed issues with Independent Civil Service Commission to frame gender sensitive policies on recruitment, promotion and grievance handling(c) Developed job description of 60 senior positions in President’s office including advisor Ministers and developed HR Policies with strategic plans of the Organization (d) Discussed with Civil Service Commission in compliance with national laws relating to gender issues and HR policies for improved /efficient service delivery ( e) Identifying leadership development Training programs and providers, , advising on selection of trainers, designing and delivery of and devising tools for assessing impact with emphasis on improvements; liaison with Universities( USA,UK, Thailand, India etc...) and other Training providers for designing and delivery of Training programs, identifying leadership development Training programs and providers, , advising on selection of trainers, designing and delivery of and devising tools for assessing impact with emphasis on improvements (f) Helping President’s office to set goals and capacity of the office of the President developing Revised Organization Structure, Institutional design, ,Workforce planning ,gender mainstreaming & balance, Performance management

a)Worked as Institutional Change & HRD Advisor working with the Policy Unit in the Himachal Pradesh Forest (b) Advising on merit based recruitment and selection, developing Job descriptions of Key Positions , methods of performance appraisal , career planning etc...; Policies followed developing detailed procedures to attract and retain more female employees in forest service and make gender sensitives terms and conditions of service (c)TNA, designing individual Training profiles, identifying Training courses and Training courses, recommending revised HRD practices, Organization Structure & design, renewed OD practices, identifying and consulting stake holders, communicating reasons of Change , clarifying doubts, designing incentives for successful implementation , (e)Training/Re-Training against employees obsolescence needs study and , maintaining gender balance, development of systems for managing, communicating with and recruiting people, the need for systems to monitor Policy processes and their effectiveness