Staff Skills and Training Needs Assessment Report

Public Administration Capacity Building Program (PACB)

Financial Management Consultant

Treasury Department Staff Skills and Training

Needs Assessment Report

February 2006

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SUMMARY OF KEY FINDINGS AND RECOMMENDATIONS

Key findings:

Generally speaking, the staff assessed was considered to possess basic skills to enable them
to conduct their current rudimentary tasks and functions

Virtually all employees lack the skills or knowledge to adequately perform the tasks outlined
in the newly created job descriptions; within the new functions of the recently revised
Treasury organizational structure; or for the strategic vision of the Treasurys long term plan.

Overall, Treasury staff has little or no formal job-related or functional training

Employees recognize the need to acquire additional skills and are enthusiastic to
participate in training.

Severe lack of capacity exists within Treasurys mid-level management due to high
vacancy levels

The new Treasury Organizational Structure has not been fully implemented.

Key Recommendations:

The goal of any future training should be to expose all Treasury management and staff to
internationally accepted treasury concepts, to assist them to adopt best practice, and to
initiate and encourage change

The training program for the next six months to one year should focus on providing basic
concepts and skills in five general areas:
o The Legal and Financial Framework of the Government of Afghanistan
o The Function of a Modern Treasury in Government
o Basic IT including introductory Windows and Excel
o Basic Business/Practical English Skills for Computer
o Basic Accounting Principles

Additionally, staff in various strategic units should be provided more function-related

training

Establish an Exchange Program with Da Afghanistan Bank Training Center

Engage trainers from the Afghanistan Local Governance Assistance Project (ALGAP)

Establish Exchange Programs with Other State Treasuries

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Introduction and Background

The PACB-FMC Project Treasury Five Year Plan (1383-1388) has been developed by the
Treasury Department to map the strategy and tasks to be completed for improving the Treasury
role in financial management for the government of Afghanistan. The outcome of this multi-
year strategy will be a World Class Treasury Capable of Providing World Class Services to
Line Ministries and to meet the Requirements of the Government and the International
Community.

In October 2005, the Treasurer and management staff of the PACBP-FMC drafted a project plan
aimed at detailing specific activities, projects, and deliverables to support completion of the
Treasury Five Year Plan. A crucial component of the project plan is the design and
implementation of a human resources development and training strategy for Treasury
management and staff and financial management staff in the line ministries.

Significant progress has been made in reforming the Treasury organization paving the way for
the employment of professional staff capable of implementing the new reform initiatives. In
October 2004, the Minister of Finance made a decision to bring the Accounting Department
under the Treasury; this resulted in the development of a new organization structure for the
Treasury. A proposed structure was submitted as part of the Priority Reform and Restructuring
(PRR) plan for the Treasury, and job descriptions for all Kabul-based positions within the
Treasury Department were approved by the Ministry of Finance and submitted recently to the
Civil Service Commission. In mid-December, the PRR plan for the Treasury was approved
allowing for a number of currently vacant managerial slots to be advertised and filled during the
first quarter of 2006.

As part of the requirements of implementing the new Treasury structure, the FMC and Treasury
management identified the need to conduct a staff skills and training needs assessment. Because
of the organizational reforms supplemented by the recently completed job descriptions, our
assessment aimed to determine if current employees possess the basic and required knowledge
and skills to perform their new tasks and meet the performance standards of their jobs. Where we
determine gaps between employees existing and required skills, knowledge and abilities we
have identified and recommended training and additional capacity building measures to close the
gap.

Assessment Methodology and Process

Over a period of approximately two months (mid-December 2005 early/mid February 2006)
FMC Advisors, Leah April and Lahore Khan Tanha, conducted a comprehensive evaluation of
staff skills and training needs for all Kabul-based Treasury staff of the MOF. In addition, we
interviewed a group of four Controllers assigned to various line ministries to determine their
capacities. Our approach incorporates three main components:

1. Firstly, we carried out a skills assessment of the managerial and operation staff assigned to
the sixteen units of the Treasury Department based on the new organizational structure.
Using a combination of the proposed operating procedures and the newly developed job

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descriptions, we determined the skills required in the various sections and by assigned
individuals. Due to time constraints we were unable to interview the Department of Treasury
Management staff.

2. Next we assessed the training requirements for Treasury staff based on a gap analysis of the
current skills of Treasury staff against required job-related knowledge and skills

3. Lastly, we identified a number of training modules and capacity building measures in a

proposed Training Plan for the delivery of necessary training for Treasury staff over the next
year.

Current Situation and Key Constraints

While much progress has been made, we identified a number of key issues and factors that
impeded our teams ability to finalize and prepare a more comprehensive training program and
schedule. We believe these need to be addressed as soon as practicable.

1. Continual transfer of employees from one position/division. Roughly 25% of the staff in
Treasury (36 out of 14 staff) has been rotated from one division to another over the past
several months. Additionally, some employees have been transferred more than once during
this period. Key concerns with this process:
Weakens the control framework of the Treasury
Creates a lack of continuity within divisions undermining communication efforts between
Treasury staff and their counterparts in the line Ministries
Because no training is provided, we found that employees are placed in new jobs with
little or no background, knowledge or understanding of new job responsibilities. The
resulting learning curve weakens the overall capacity and productivity of Treasury
Employees have no incentive to learn more about a job in such a fluid environment
Rotation often hampers efforts to determine and implement ongoing training program for
employees and for Treasury management to assess the overall performance of
individuals, the division, and the new organization structure
Training resources may be inappropriately directed because individuals are trained to do
one job and then transferred to another job as occurred recently in the Payments Unit

2. Severe lack of capacity within Treasury Management Structure. Approximately 17 of the 20

Senior-level PRR management positions (85%) are vacant. This impeded our ability to
assess the managerial skills and needs of mid-level management staff. Once the vacant
manager slots are filled we can proceed with identifying specific employee training needs.

3. The new Treasury Organization Structure has not been fully implemented (The approved
1384 Kabul-based Tashkeel is 134 (excluding the MOF Controllers in line ministries). Of
these, we estimate approximately 30 positions (22% or nearly a quarter positions) at
present are vacant Although we recognize this number is extremely fluid and recruitment
efforts are underway, many PRR slots remain unfilled further hindering our efforts to identify
succinctly treasury staff training needs. Furthermore, not all proposed functions of

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operational staff within Treasury have been fully defined or implemented despite the
approval of the new organization structure on job descriptions

4. The Treasury Regulatory framework is not finalized, however we did not view this as an
impediment to making reasonably good judgments on training requirements in this area.

5. Another observation affecting the preparation of this report centered on the uncertainty of
what system solution the Treasury will ultimately adopt. This report was completed on the
assumption that the Treasury will be using the Free Balance system at least for the next few
years. However, the Systems Study currently underway has not been completed and we
anticipate the studys recommendations and the governments final decision will occur
within the next several months.

The magnitude of training key operational staff in Treasury is heavily dependent on the ultimate
finalization and implementation of the new Treasury organizational structure. It is difficult to
fully assess staff capacity because of the current number, mix and rotation of employees in
various units. Furthermore, a number of employees particularly in the Accounting and Payroll
units have not undergone the PRR process resulting in a partially integrated organization
structure with overall excess staffing levels in many units and functions. We note that although
we estimated that nearly a quarter of the positions of the 1384 approved Tashkeel of 134 remain
vacant, we interviewed 134 existing employees which suggests that the Treasury is overstaffed.1
However, this occurrence is fairly common in many government organizations, such as the
Treasury, undergoing significant reform and transformation.

Because of the factors identified above, this assessment sets the basic framework for functional
training within the Treasury Department of the Ministry of Finance. The next stage of
development will specify the design, delivery and cost of training, including a more precise
course schedule, methodology for developing course content and presentation materials, and
nomination and selection of individual attendees. Additionally, as the mid-level and other
vacancies are filled, we proposed to conduct a targeted reassessment of staff, after which a
more comprehensive short-term to medium-term training program and plan will be developed.
Because at the time of the assessment the outcomes of the Systems study were not available it is
unclear what additional FMIS systems and modules are to be implemented by the Treasury in
both the immediate- and short term future. We anticipate preparing a separate report assessing
more specific IT- related training requirements at a later date.

The Assessment Report:

The assessment report is divided into three main sections

a skills assessment of the operational staff assigned to the various units of the Treasury;
an assessment of the training requirements for Treasury operational staff, based on a gap
analysis of the current skills against required skills; and

1
We acknowledge that we were unable to interview 2 employees of the Payroll (ISP) unit and may have missed
interviewing at best a handful of employees due to scheduling conflicts and a few individuals reluctance to be
interviewed.

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a proposed Training Plan for the delivery of necessary training for Treasury operational
staff.

Attached to the report are the following appendices:

Appendix A - outline of the Assessment methodology

Appendix B - Allocation of Treasury Positions and Grades Based on New Organization
Structure (PRR)
Appendix C Interview Form used during discussions with All Treasury staff
Appendix D -- Interview Schedule: List of Employees By Position/Unit
Appendix EMatrix of Staff Skills and Training Assessments

In this report the term training encompasses a variety of assistance, including formal classroom
lecture courses, seminars, workshops, discussion groups, and on the job tutoring. A key
recommendation of the training plan proposes establishing exchange programs with partner
institutions including in-country (Da Afghanistan Bank) and out-of-country training (Treasury
Departments in partner countries) institutions.

An important observation that emerged from the conduct of this assessment was the almost
universal request by Treasury staff for technical or practical knowledge and the acquisition of
new skills. The report strongly recommends a program of practical assistance, ranging from
traditional class room training, professional exchanges with Treasury Departments, to the more
outstanding need for individual tutoring, to assist the Treasury in achieving its objectives
outlined in the Adopted Five-Year Plan.

Staff Skills Assessment

The table in Appendix E lists each functional area and the corresponding identified and assessed
staff skills requirements obtained from interviews conducted with Treasury staff including unit
and section heads. Most interviews were conducted within the functional units and included
some practical demonstrations of the main workflows and procedures, particularly in the
Payments Unit.

Generally speaking, the staff assessed was considered to possess basic skills to enable them to
conduct their current rudimentary tasks and functions. However, virtually all employees do not
have skills or knowledge to adequately perform the tasks outlined in the newly created job
descriptions; within the new functions of the recently revised Treasury organizational structure;
or for the strategic vision of the Treasurys long term plan. Some areas, mainly in the SDU and
IT areas are almost completely staffed by non-civil service staff, and many functions within the
ARU, including reporting and reconciliation, advances, and receipt are run and operated with
staff advisors of the BE project. Other units such as Treasury Regulations and Training are
underdeveloped or embryonic. A number of areas are currently performing functions that are
likely to fundamentally change, e.g. payroll, advances, and payments processing, with the
continued implementation of AFMIS to line ministries, the on-going procedural reforms, and as
tasks become automated.

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The majority of the responses from interviewed Treasury staff was positive and most welcomed
the opportunity to describe and discuss their functions. Only one area demonstrated a degree of
reluctance to participate in this exercise, but overtime these difficulties were overcome, and we
were able to speak with all employees.

A common theme emerging from the assessment process was that while the interviewees saw
value in the exercise and recognized the need to acquire additional skills, much of the training
they identified in most instances was not specifically function-related, as most employees could
not adequately describe their job function within the new structure. In fact, no employee had
seen a copy of their job description, understood the new organizational structure, or fully
understood the function of a Treasury in a governmental organization. Furthermore, a vast
majority of employees do not know the regulatory framework of the government exists nor do
they understand existing Treasury policies and procedures.

Overall, Treasury staff have had little or no job-related or functional training

Out of 146 employees, 81 employees (55%) have not received formal job-specific
training.
The training that has been provided has been very limited and short in duration
Most of the training has been seminars and lecture style with very little or no hand-on
training. The majority of this training has been in-house training conducted by
individuals with little or no background in providing training or detailed knowledge of
the subject area.
With the exception of recent work in the Payments Unit, little on-the-job training has
been provided. The significant on-the-job training provided by ex-pat advisors has been
directed primarily to local project staff who are tasked with running significant and
important Treasury operations and functions.
Many staff have attended training that does not appear to be job-related. It is debatable
that the rudimentary English training provided to various Treasury employees is essential
or job-related. Little rudimentary English training to assist employees with computer
applications has been provided.

In summary, the main constraints within the Treasury identified from the assessment include:

A general lack of knowledge of the workings of a modern government treasury, with

significant specific deficiencies in specialized areas
A virtual vacuum within the organizations mid-level management capacity
Incomplete integration of existing staff within and implementation of the new
organizational structure
An organization burdened with outmoded work practices and procedures, labyrinthine
processes, and over-regulation
Inconsistent application of and adherence to existing operating rules and procedures
A lack of appropriate resources to remedy the above.

At present, the Treasury does have developed procedures, practices and work flows suitable to
conduct the functions required of it, most of which was developed and implemented by the FMC.

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However, the disciple required to follow these procedures is deficient primarily because of a
general lack of understanding of the operational requirements of a modern Treasury. In addition,
significant gaps exist in both general and functional knowledge in many if not most specific
areas.

The Treasury is attempting to achieve its goals while operating with several handicaps that are
inherent within its corporate environment. These handicaps are manifested by a general culture
of strict regulation, centralized control mechanisms and decision making, and convoluted work
flows that stifle initiative and frustrate efforts for modernization. The reason for this culture is
partially historical and partially due to the general lack of knowledge and understanding of
modern treasury operations. The intention of any future training is to expose Treasury
management and staff to internationally accepted treasury concepts, to assist them to adopt best
practice, and to initiate and encourage change.

The training program for the next six-months to one-year, as recommended in the study, will
assist in developing the Treasury by providing training for all staff on basic concepts and skills
they should understand and acquire to enable them to function in a modernizing and
transforming Treasury operation. Simultaneously, staff in various units will be given additional
function-specific training to ensure that over time operational areas reach a sustainable level of
functionality and to prepare staff to undertake tasks with a greater degree of competence,
particularly in specialized areas where skills and knowledge are most lacking.

Training Needs Assessment

The gap analysis identified an urgent need for a program of practical assistance, ranging from
formal classroom training to individual tutoring, to assist the Treasury in meeting its immediate
and more long-term objectives. From the user perspective determined during interviews this
need is closely associated with current functions and processes. However it is not yet certain if
these processes and functions will necessarily convert to the new system. At this stage of the
assessment, we are providing the basic outline of training topics we view as critical to build the
foundation of a well-functioning and modern Treasury organization. In subsequent work, we
will match training objectives to a specific mode of delivery ranging from formal classroom
training, to individual tutoring, and on the job training.

Due to the incomplete stage of the project certain assumptions have been made in identifying
training needs. Nevertheless, some obvious instructional training topics relating to financial
management information systems and more general information in regard to treasury operations
can be safely included in the requirements. What is missing, however, is the specific training
that will become necessary when the nature of the chosen FMIS is known.

The Two Categories of Training, Skills Development and Capacity Building: Generic and
Functional

The identified training needs of Treasury staff fall into two distinct categories: Generic and
Functional. Improved performance in many functional activities can be achieved through such a
combined program of practical training and increased understanding of international treasury

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practices and government financial standards. In the immediate -term (next six months) we
recommend that Treasury training-resources be directed and focused on providing Generic
training for all Treasury staff. Where practicable and as identified by Treasury management and
FMC staff, additional function-specific training may occur simultaneously.

Generic Training needs fall into the following five categories or modules. We recommend
providing each course at three-levels: Introductory; Intermediate; and Advanced. Employees
would be placed at the appropriate level following the completion of pre-course competency test.

The Legal and Financial Framework of the Government of Afghanistan to include all new
and applicable laws regulating the financial operations of the government; the development
and ordinary budget process- general budget planning and execution; MOF financial
regulations including Treasury regulations and operating procedures
The Function of a Modern Treasury in Government covering basic principles and concepts of
treasury operations; Internal Control Framework concepts
Basic IT including introductory Windows and Excel
Basic Business/Practical English Skills for Computer
Basic Accounting Principles covering the role of accounting in an organization, how
governmental accounting differs from commercial accounting, and basic applications

We recommend that ALL TREASURY STAFF receive training on essentially all the generic
course modules.

These five modules will be achieved mainly through a series of lectures, seminars, workshops,
and direct classroom application particularly for IT-related training. We recommend delivery
will be conducted through a combination of instruction provided by the Da Afghanistan Bank
and BE ex-patriot and local advisors. As practicable and appropriate, we will drawn on the
expertise of additional ex-patriot advisors in the MOF.

An illustrative list of Functional training as identified in Appendix E will cover the following
functional and technical areas. As a result of additional training needs assessments to be
conducted when the systems and organizational structures of Treasury are further defined and set
in place, additional specific functional-related training will be identified and delivered.
Functional training will be achieved through a series of lectures, seminars, workshops,
exchanges, on-the-job tutoring or other direct assistance.

Understanding and operating integrated government financial management information

systems and various modules including report writing, grant reporting, payroll, JV entry, and
regulatory and system management functions
Budget execution, including budget allocation, expenditure classification and expenditure
monitoring and reporting
Cash and debt management, including cash flow forecasting; and
Internal auditing, including auditing of computer systems both within the Treasury and
government ministries
Advanced Accounting including cash accounting and building accounting records
Data Base Management

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The assessment identified functional areas and recommended training requirements for
employees working in specific units. Because of the high number of vacancies and the
upcoming recruitment efforts, we have not identified specific individuals or grades of staff at
this point. This will be completed at a later stage, but in general, we recognize the need for all
employees at all levels to attend various function-specific training.

General Management Training:

In addition to advanced training in specific functional areas, we recommend that all Treasury
managers grade 3 and 4 attend two courses:
Introductory Management Principles covering introductory concepts of resource management
and allocation including program/project management, human resource and financial
management principles; and
International Standards/Best Practices for Treasury covering advanced concepts and
standards of modern Treasury operations including international best practices

Both courses could be delivered through a variety of delivery methods including management
training conducted by the Da Afghanistan Bank Training Center or through an offsite month long
course provided by the World Bank or IMF training Institutes based in Washington, DC.

Appendix E also outlines all Treasury organizational units assessed and the recommended
training for their staff. Future studies will recommend the numbers of staff from each unit to
attend specific training courses.

Training Plan

To meet the identified training needs a series of training approaches are recommended, ranging
from a series of formal training courses or lectures, seminars, workshops, discussion groups and
on-site practical tutoring and direct assistance, to external training, and program exchanges to
view other governments Treasury systems.

Training Courses, Seminars and Workshops

The following is a list of 16 recommended training courses for Treasury Staff.

We suggest that where appropriate a majority of the course topics, both generic and functional,
be grouped together to form a formal training program under the thematic title Adopting and
Adapting International Government Treasury Standards in the State Treasury of the Islamic
Republic of Afghanistan. In addition a number of courses are to be presented or conducted
independently as one-off seminars or workshops covering specific topics or targeting particular
functional areas.

Generic Courses
Course 1 - Treasury Principles, Concepts and Methodologies. This is seen as basic to high
level course covering the primary functions of a modern government treasury based on

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international standards and best practice. It should draw heavily on international experience
in developed countries as well as examples from other Islamic, emerging, and post-conflict
countries similar to Afghanistan, with comparisons to current and projected MOF Treasury
operations and an emphasis on the control framework. The course is envisaged as a seminar
with audience participation and discussion. The course is estimated to take approximately
one day to present. The course would be taught with a combination of local and ex-patriot
FMC staff. Additional ex-patriot MOF advisors may also participate as required.

Course 2 The Legal Framework of the Islamic Republic of Afghanistan The course
provides an overview of all applicable laws including the Public Finance and Expenditure
Management Law, Procurement Law, ARTF guidelines, MOF Financial Regulations, and
Treasury Regulations and procedures (Treasury Circulars). An overview of the Development
and Ordinary Budgets processes is included. The course is envisaged as a seminar with
audience participation and discussion. The course is estimated to take approximately one day
to present. The course would be taught with a combination of local and ex-patriot FMC staff.
Additional ex-patriot MOF advisors may also participate as required.

Course 3 --Basic English Skills The course is designed to assist non-English or beginning
English speakers learn essential English terms and concepts for business purposes and to be
able to work with computers and various software packages and applications. The course is
envisaged as a number of classroom lectures with visual presentations, practical exercises,
and working on computers. This course would be taught over a period of 3-4 sessions a
week over a month to 6-week period. The course would be taught through an arrangement
with Da Afghanistan Bank Training Center using center as well as FMC training staff.

Course 4 Fundamental IT Skills - The course is designed to provide employees the basic
concepts and applications for operating windows, Microsoft word, and preparing and
designing basic computer excel worksheets. The course is envisaged as a number of
classroom lectures with visual presentations, practical exercises, and working on computers.
This course would be taught over a period of 3-4 sessions a week over a month to 6-week
period. The course would be taught through an arrangement with Da Afghanistan Bank
Training Center.

Course 5 Basic Accounting Principles -- The course provides an introductory overview of

accounting; its purpose, function and role in government organizations; the difference
between accounting and bookkeeping; governmental accounting and how it differs from
commercial accounting; as well as the external and internal uses of accounting in government
organizations. The course is envisaged as a seminar with audience participation, discussion
and practical exercises. The course is estimated to take approximately two days to present.
The course would be taught with a combination of local and ex-patriot FMC staff.

Illustrative Overview of Select Functional Training

Course 6-- FMIS Functions and Operation -- This course provides a functional overview of
a typical government computerized fully functioning financial management information
system (FMIS). The course explains the purpose of an FMIS and the importance and

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advantages of integrated systems in general. It describes the functional modules or

subsystems, data flows, control mechanisms, inputs and outputs of the system, including the
development of a chart of accounts, procedures, banking arrangements, expenditure
processing, commitment monitoring and reporting requirements. The course will also
examine the operations of regional treasury offices and the integration of ministries and
spending units into the system. The course is envisaged as a number of classroom lectures
with visual presentations and practical exercises. The course is estimated to take
approximately 2 days to present.

Course 7 - FMIS Functional Modules Accounts Payable and Accounts Receivable. This
course provides a more detailed examination of the two main data processing modules of an
FMIS. It will examine the data flows, control mechanisms and relationships with other
system modules, including the General Ledger. The course will also explain the reporting
capabilities of the modules, links to other systems including banking, payroll and budget
execution. The target group for this course includes division heads, chief accountants and
senior treasurers primarily from the Department of Treasury Single Account Operations and
Accounting, and is envisaged as a classroom lecture with visual presentations. This course is
estimated to take approximately one half day to present.

Course 8 - FMIS Functional Modules General Ledger and Reporting. This course
examines the core financial recording and report writing facilities within an FMIS. It looks
at reporting from the major system modules, particularly the Accounts Payable, Accounts
Receivable and General Ledger modules for internal, management and external users. It
examines the advantages of shared data bases, flexible report capabilities and on-line system
access for data retrieval, report requests and general enquiries. The use of reports for
financial planning and expenditure control will be linked to the control procedures and audit
requirements. It is envisaged that the course will be conducted as classroom lecture with
visual presentations and practical exercises. This course is estimated to take approximately
one half day to present.

Course 9 - Resource Funding and Budget Allocation. This practical course will examine the
concept and practice of budget execution in terms of funding government expenditure,
release of budget allocations and monies to spending units. The course will draw on
international experience and practice, particularly from countries with similar administrative
structures. The intended target group includes those areas involved in budget execution and
will be conducted within the Treasury a combined seminar and workshop with practical
exercises. The course will be followed up by a short period of direct technical assistance.
The course is estimated to take approximately one day to present.

Course 10 - Debt Management Concepts and Practices. This course will provide attendees
with an overview of the requirements of debt management, drawing on international best
practice. Internal and external debt management, including reporting requirements, will be
covered. The course is directed to primarily Debt and Asset Management Unit employees
and will be conducted in the form of a seminar with practical exercises and discussion. The
presentation is estimated to take approximately one day to present.

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Course 11 - Fiscal Reporting, Economic Analysis and Planning. As an extension to budget

execution and reporting this course focuses on the analysis and planning functions of
financial management. It will expose attendees to international best practice in meeting
fiscal reporting requirements. The course is targeted primarily for the Reporting and
Reconciliation Unit employees. The course is estimated to take approximately one day to
present.

Course 13 - Treasury Regulatory Activities Government Legislative Drafting. This course

introduces attendees to international standard government regulatory and legislative drafting
procedures, practices and techniques. The target group for the course is the Treasury
Regulations and Training Unit staff and will be conducted as a seminar and workshop. This
specialized course will run approximately 2 days.

Course 14 - Writing Systems Documentation. This course is intended to provide those

Treasury staff responsible for producing instructional and procedural manuals with the
concepts, skills and techniques of designing, preparing and releasing modern systems
documentation. The course will be a workshop with practical exercises and is intended for
the staff of the Department of Treasury Regulations and Methodology. This specialized
course will run approximately 2 days.

Course 15 Internal and External Auditing Concepts and Practices. This course is
intended to provide the Coordination with Line Ministries and Mustofiats Unit employees
with the knowledge and skills to assist in conducting auditing activities on behalf of the
Treasury. It will combine examples of international experience in other governments with
broad auditing concepts, standards and practices. It will also contain a component dealing
with computer systems auditing. We anticipate the training to be conducted by the Audit
Training Program that will commence in the spring. This comprehensive course will consist
of a series of lectures, seminars and workshops with exercises. The length of the course is to
be determined at a later date.

Course 16 - Train the Trainers Program. This course or series of courses is intended to train
a cadre of Treasury staff who will take the main components of the formal training course to
the mustofiat offices or provide on going training to Kabul-based Treasury and line ministry
staff. The cadre members can be drawn from central office, mustofiat, line-ministry or a
combination of the three. In addition we would draw trainers from the USAID-funded
ALGAP program. The main criteria for selection will be knowledge of the subject matter,
training skills or experience, ability to present a course, and overall expertise. The course
will range from teaching basic presentation skills to knowledge of specific course subject
matter and will instruct trainers in designing and implementing course modules; the use of
various training approaches and techniques; materials preparation, including such products as
Microsoft PowerPoint and other multimedia software. The course comprises a combination
of seminars and practical exercises and will be conducted over a period of 5 days by the
FMC Training staff.

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Training Providers

Exchanges with Institutions In and Outside Afghanistan

Internal:
1. Exchange Program with Da Afghanistan Bank Training Center The Center started in
November 2004, as partnership between the IMF, SIDA and the Da Afg Bank. The
training center opened in February 2005 and has been operating for one year. The
center has a total of five small and large group training rooms including a computer
laboratory that accommodates up to 25 participants. The center trainers have the
capacity to provide basic IT, business English, and basic management skills training
programs. We recommend the Treasury and the Bank Training Center explore the
possibility of establishing a cooperative arrangement whereby the center provides
training on these three topics to Treasury staff.

2. Afghanistan Local Governance Assistance Project (ALGAP) This project funded by

USAID has developed a cadre of nearly 40 trainers skilled in designing and
delivering training programs. We recommend establishing a training arrangement
with this program whereby newly trained trainers from the Treasury work together
with these individuals to help design and conduct the training modules described
above for Treasury and other identified government financial officials.

External Exchange Programs with Other State Treasuries:

1. We recommend that the Treasury explore establishing formal partnerships with

regional State Treasury Departments and/or National Treasury Associations in
neighboring countries such as India, Pakistan, Iran or Malaysia. In addition, we
strongly encourage the Treasury to establish an exchange program relationship with
the government of Kosovo because it has several years of successful implementation
of Free Balance in a post-conflict environment.

The Treasury could form a formal training exchange Partnership program with a regional
Treasury department whereby a mid-term (3-year) training partnership is established that
includes:

Internships: Treasury staff would spend 4-6 weeks in the Treasury of India (for example)
learning various Treasury functions. Their visit would be followed by a counterpart visit to
Kabul, whereby Indian officials would assist their Afghan counterparts implement and apply
what was learned in India. We could call this the See, Learn, Practice Tour!

Formal Training: An Exchange arrangement with a regional or identified partner could include
training provided by partner Treasury staff that would provide in-country or Afghanistan-based
training to Treasury staff.

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Staff Skills and Training Needs Assessment Report

Training Resources

An important requirement for effective training is the availability of adequate training resources.
The minimum requirements for Treasury in Kabul include:

A training area capable of training up to 30 people in a classroom format or a discussion

group of approximately 20 people (these resources are available on site in Treasury and at
the Da Afghanistan Bank Training Center)
Presentation equipment consisting a minimum of an overhead transparency projector and
screen, but preferably a PC equipped with Microsoft PowerPoint, and a PC controlled
projector, and a white board
Resources to produce multiple copies of transparencies, course handouts and other training
aids and materials

Training resource costs may be partially alleviated by the coordinated use of established facilities
in Afghanistan, in particular the Da Afghanistan Bank Training Center. The center will charge a
moderate fee for each participant. Such arrangements must be incorporated into a Service
Agreement. It is suggested that similar arrangements should be explored with other facilities and
organizations in Kabul including the UN or other donor agencies.

To provide for on going training requirements it is recommended that two training units be set
up within the Treasury. However, any such initiative should be explored as part of a larger
MOF-wide training effort.

Treasury Functional Training Unit Responsible for future functional training of Treasury
offices and be the responsibility of the Administrative Services Division. The unit can also
be responsible for corporate training within Treasury.
Treasury Systems Training Unit Conduct continuity training for users based in Kabul and
in the Mustofiats.

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Staff Skills and Training Needs Assessment Report

Attachment A: Assessment Methodology and Action Plan

Overview of Proposed Training Skills and Needs Assessment Process

Objectives . The main objectives of the initial phase of technical assistance for training
include the completion of a training needs analysis and the development of an overall
training strategy, supported by a training plan based on the results of the training needs
analysis.
Plan of Action The following plan of action lists individual tasks and effort required to complete
the training needs analysis

A. Identifying user groups to be trained

Using the new Organization Chart and allocation chart for the Treasury Department we have
identified 16 units that will require training. The approved 1384 tashkeel based on the new
organizational structure (PRR) for the Kabul-based Treasury units is 134.
We will interview all filled positions. Based on current Treasury payroll, we have
identified approximately 104 filled positions. This includes recently transferred staff
from the Accounting Division. We recognize this to be a fluid number that will change
overtime.
Over the next several months, we anticipate that Treasury will be advertising a number of
vacant positions including a number of vacant managerial slots approved as part of the
PRR Phase Two. As these become filled we will assess these employees.
In consultation with Treasury Management, we will plug all positions in to the new
Organization Structure based on recently completed Job Descriptions
We will interview five (05) Finance controllers in Line Ministries
Finance Officers in mustofiats (This may occur with the PRR process of the mustofiats
scheduled to commence in spring 2006)

B. Identifying training and information needs of each user group (functional area) by
Assessing current knowledge /skills of group through interviews with key personnel,
including senior managers and section head managers (In the case where vacancy exists
in key managerial slots we will interview BE local staff currently fulfilling these
managerial tasks)
Determine staff attitudes to working in the Treasury Department and the ongoing reform
process (both positive and negative) through interviews
Describe requisite knowledge/skills of current staff
Observe behaviors and performance (Assessment team will observe various functional
areas)
Determine gap between current skills and required skills through review of Job
Descriptions and assessment of existing staff using above methods

The assessment team will summarize this information using Attachment D: Staff Skills and
Training Needs Assessment by Functional Area

C. Identify training and information needs strategy by user group (functional area) &
selected individuals. Identify required and potential training resources:

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Staff Skills and Training Needs Assessment Report

A proposed training plan and schedule will be developed to address the above-mentioned areas
and will included recommendations pertaining to:
Training exercises possibly including formal training courses (classroom setting);
seminars; workshops; discussion groups; on-the-job-training; and external training and
study tours
Identifying and prioritizing training topics and subject areas
Identifying possible training resources including financial resources; in-country training
institutions; individual training experts
Options for developing a professional internal cadre of trainers who can continue training
activities throughout the contract and beyond

To accomplish these tasks we propose the following Timetable:

Task Lead Timeframe

Develop Assessment Tools
Identify and Select Employees
Existing
To be recruited as part of
PRR
Assess skills and Identify training
and & Information Needs
Identify training & information
Resources
Draft Assessment Report
Submit final Assessment Report
Leah Completed
Leah/Lahore Identification of current employees
complete. New employees may occur
in January depending of recruitment
process
Last week of December-all of January
Lahore/Leah
Leah/Lahore Last week of January- mid - February
Leah Lahore 3rd week of February
Leah/Lahore Last week of February

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Staff Skills and Training Needs Assessment Report

Attachment B: Allocation of Treasury Positions and Grades Based on

New Organization Structure (PRR)

No Unit Position Total Above 1 2 3 4 5 6 7 Status

Director General Mujeeb

1 1 1
Management Deputy Director
Noorzia, Mohd. Aqa
General
2 2 2
Senior Manager
3 3 3
4 Manager 1 1
Relations
5 Employee 4 2 2
6 Financial planning and cash Manager 1 1
7 management Employee 4 2 2
8 Manager 1 1 Jamil*
Debt and asset management
9 Employee 4 2 2
10 Manager 1 1
Treasury regulations and training
11 Employee 5 3 2
Manager Waheed Qaderi*
12 Coordination 1 1
13 Employee 5 3 2
14 Manager 1 1
IT (AFMIS)
15 Employee 1 1
16 Manager 1 1
Receipts
17 Employee 6 3 1 2
18 Manager 1 1
Soukuk
19 Employee 10 5 2 2 1
20Payment Manager 1 1
21 Reception Employee 3 1 2
22 M16 control and Manager 1 1
data entry Employee
23 13 10 3
24 Check printing Employee 2 2
25 Manager 1 1 Bismillah
Control (posting)
26 Employee 5 5
27 Check distribution Employee 6 2 4
28 Filing Employee 3 1 2
29 Manager 1 1
Payroll (ISP)
30 Employee 7 4 3
31 Manager 1 1
Budgets and allotments
32 Employee 7 3 4
33 Manager 1 1 Khalil-Ullah
Advances
34 Employee 7 5 2
35 Manager 1 1
Provincial reporting
36 Employee 5 5
37 Manager 1 1
Reporting and reconciliation
38 Employee 9 6 3
39 Manager 1 1
Special Disbursement unit
40 Employee 5 3 2
Total 134 1 2 3 17 68 38 4 1

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Staff Skills and Training Needs Assessment Report

Attachment C: Interview Form

Department of Treasury
Ministry of Finance
Training Needs Assessment

DISCUSSION RECORD
Date; Time Interviewer and Employee (December 27, 2005; 14:00. Between Lahore and Toorpikai)

Unit: Payments Unit, Grade 3

Position/Grade: Data Entry Supervisor

Responsibility: Based on Job Description

1. How Long on the Job? Length of time in current position

2. Describe your jobwhat do you do? From employee perspective they will describe their day-to-day
duties, tasks, and responsibilities

3. What do you think the Treasurys goals are? Identify how well they understand the organization,
how it fits in the overall government and Ministry structure. Reveals how well management has
communicated these goals to staff

4. Training Received? How good was it?

5. Areas where you feel you need training?

6. What are you experienced in?

7. Self-trained in? What skills have they learned without formal training on/off the job related to their
duties

8. What does your supervisor think is the problem? Obtain employees perspective as to why they are
being assessed or need training from their managers perspective

9. What is your Field of Study/Educational Background?

10. Additional questions for Managers

11. What training do you believe your staff needs to perform their jobs?

12. What things are the expected to do better?

13. What do you think your subordinates think you should do better (question for managers)?

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Staff Skills and Training Needs Assessment Report

Attachment D: Interview Schedule: List of Employees By Position/Unit

Date of
S/N Name Position Grade PRR Unit interview experience remarks
1 Mar Jan Manager 3 no Accounting 4,1,2006 2 years
2 Stouria Officer 5 no Accounting 3,1,2006 1.6 years 18 months
3 Nooria M 90 officer 4 no Accounting 3,1,2006 4 years
transferred from Accounting to
4 Fardin guidance officer 6 no Accounting 29,12,2005 9 years Reception Unit
5 Obaidullah Relation officer 5 no Accounting 25,1,2006 22 months
as a controler 1 year . Now in
6 Jamaludin Allotment officer 3 no Accounting 25,1,2006 4 months payment unit
7 Abdul Khalil- Abdul Haq control Manager 3 no Accounting 24,1,2006 4 months as a control 9 years
8 M. Sarwar Controller 4 no Accounting 24,1,2006 3 years
9 M. Qasim-abdul Latif control Manager 4 no Accounting 24,1,2006 6 years
10 Abdul Wahad Controller 3 no Accounting 24,1,2006 18 years
11 M. Kabir-Hairan G, control Manager 3 no Accounting 23,1,2006 2 years
12 Zermina Officer 6 no Accounting 2,1,2006 7 months
13 Rahima Controller 4 no Accounting 19,1,2006 18 months transferred from MOFA
14 Samiullah Qatia officer 4 no Accounting 18,1,2006 3 years
15 Mahbooba-Jamaludin Qatia officer 4 no Accounting 18,1,2006 3 years
16 Mahbooba- Noorullah Officer 5 no Accounting 18,1,2006 4 years
transferred to reception and then
17 Abdul Khaliq acc. Officer 5 no Accounting 18,1,2006 3 years to Relation Unit
18 Zarif- Mangal Officer 4 no Accounting 17,1,2006 3 years
19 Lalima- Baz Mohammad Officer 5 no Accounting 17,1,2006 3 years
20 Basira Officer 5 no Accounting 17,1,2006 4 years
21 Abdul jamil Officer nil no Accounting 17,1,2006 7 years now a casual employee
22 Zalmai guidance officer 5 no Accounting 16,1,2006 5 years
23 S.M. Akram guidance officer 5 no Accounting 16,1,2006 9 years
24 M. Aman Manager 2 no Accounting 16,1,2006 18 months
25 Hanifa Allotment officer 5 no Accounting 16,1,2006 4 years transferred to Reception Unit
26 Abdul Salim Allotment officer 2 no Accounting 16,1,2006 8 years
27 M. Zahir Cash officer 3 no Accounting 15,1,2006 3 years
28 Abdul Qadeer-Ab.Hakim Qatia officer 4 no Accounting 15,1,2006 20 months
29 Niatmatullah R &reconciliation off. 4 no Accounting 14,1,2006 1 year
30 M. Kazim Controller 4 no Accounting 14,1,2006 3.6 years

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Staff Skills and Training Needs Assessment Report

31 M. Karim-M. Ayub Manager 3 no Accounting 14,1,2006 7 months

32 Azmudin Officer 3 no Accounting 14,1,2006 4 years
33 M.Karim- M. Ibrahim Officer Accounting went to Haj
34 Shema Officer Accounting absent
35 Shah Pirai Data Entry officer 4 yes ARU 31,12,2005 4 years
transferred from ARU to
36 Noor Agha Data Entry officer 5 yes ARU 31,12,2005 1.6 years Payment Unit
37 Marufa Manager 4 yes ARU 31,12,2005 1 year
transferred to Data Entry of
38 M. Arif- Mahar Ali reconciliation officer 4 yes ARU 31,12,2005 3 years Payment Unit
39 Abdul Khalil Officer 4 yes ARU 31,12,2005 2 years transferred to payment unit
40 Ghulam Haidar Receipt officer 3 yes ARU 3,1,2006 1 year transferred to distribution Unit
41 Hajira Data Entry officer 4 yes ARU 29,12,2005 2 years
42 Faiz Ahmad accountant 4 yes ARU 29,12,2005 19 months transferred to SDU
transferred from ARU to Filing
43 Abdul Qadeer reconcil officer 5 yes ARU 29,12,2005 1.6 years unit
transferred from ARU to
44 Sarajudin Data Entry officer 4 yes ARU 2,1,2006 3 years Payment Unit
45 M. Azim-M. Amin Manager 3 yes ARU 2,1,2006 15 months transferred to payment unit
46 Abdul Rashid Taminat officer 7 yes ARU 2,1,2006 11 months
47 M. Arif- M. Ishaq Revenue officer 4 yes ARU 1,1,2006 2 years
48 Khalilullah Manager 3 yes ARU 1,1,2006 1 year but now working as a officer
49 Fahima Data Entry officer 5 yes ARU 1,1,2006 3 years
50 Daud shah Data Entry officer 4 yes ARU 1,1,2006 8 months transferred to payment unit
51 Anis Gul Officer 4 yes ARU 1,1,2006 10 moths
52 Sherzai Allotment officer 2 yes Budget 23,1,2006 4 years transferred from SDU to Budget
53 Malalai Cash officer 4 yes Cash Mgmt 21,1,2006 2 years
54 M. Azim-Abdul Rasoul Cash officer 5 yes Cash Mgmt 21,1,2006 8 years
55 Ahmad Tariq Loan Officer 4 yes Debt Mgmt 21,1,2006 2 years
56 M. Amin Check Distributer 5 yes distribution 27,12,2005 2 years
57 Hassan Ali Check Distributer 3 yes distribution 24,12,2005 6 years in MOF 23 years experience
58 Wais Mohammad controller 5 yes Payment 28,12,2005 2 years
transferred from data entry to
59 Toorpikai Data entry Manager 5 yes Payment 28,12,2005 3 years ARU
transferred from data to
60 Najibullah Data Entry officer 5 yes Payment 28,12,2005 3 years reception and to ARU
transferred from payment unit to
61 Mariam Approval officer 4 yes Payment 28,12,2005 1.6 years ARU
transferred from verifying to
62 Habibullah check verifier 3 yes Payment 28,12,2005 2 years distribution Unit
63 Bismillah Approval Manager 3 yes Payment 28,12,2005 2 years transferred to ARU provin Unit

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Staff Skills and Training Needs Assessment Report

transferred from payment unit to

64 Zia-ul-Haq Approval officer 4 yes Payment 27,12,2005 2 years ARU
65 Shukria check Print officer 4 yes Payment 27,12,2005 3 years
66 M. salim check verifier 4 yes Payment 27,12,2005 1 year
transferred to ARU and then to
67 Ali Mohammad check verifier 5 yes Payment 27,12,2005 18 months Relation unit
68 Ali Ahmad M16 registration off 5 yes Payment 29,12,2005 4 years
transferred from distribution unit
69 Abdul Zarif Controller 3 no Payment 27,12,2005 1 year to control
70 Noor-ul-Haq Data Entry officer 4 yes Payment 26,12,2005 3 years
71 Manila check Print officer 6 yes Payment 26,12,2005 3 years
72 M. Halim Approval officer 7 yes Payment 26,12,2005 2 years
73 Ghulam habib Posted officer 4 yes Payment 26,12,2005 2 years
74 Sayeda Data Entry officer 5 yes Payment 25,12,2005 3 years
75 M. Khalil Data Entry officer 5 yes Payment 25,12,2005 21 months
76 Khadaja Data Entry officer 5 yes Payment 25,12,2005 4 years
77 Farida Data Entry officer 5 yes Payment 25,12,2005 2 years
78 Nisar Ahmad receptionist 4 yes Payment 24,12,2005 2 years
79 Nasreen Data Entry officer 5 yes Payment 24,12,2005 22 months
80 M. Daud Data Entry officer 5 yes Payment 24,12,2005 2.6 years
81 Khan Aqa Data Entry officer 5 yes payment 24,12,2005 2 years transferred fr payments to ARU
82 Abdul Hadi Filing officer 4 yes payment 24,12,2005 2 years transferred from Filing to ARU
83 M. Naseer Controller 5 yes Payment 22,12,2005 6 years
84 Abdul Basir Controller 5 yes payment 22,12,2005 2 years
85 Abdul Ahad Controller 5 yes Payment 22,12,2005 2 years
been transferred from one unit to
86 M. Nadir- M. Zahir check verifier 4 yes Payment 22,1,2006 2 years another SDU, Payment, ARU
87 Ghulam Sakhi Relation Officer 4 yes Relation 25,1,2006 4 years transferred to Reception Unit
88 Zabiullah- Faiz Officer 4 yes Relation 22,1,2006 2 years
89 Mir Mukhtar Relation Officer 5 no Relation 2,1,2006 1.6 years
90 Toor Gul Manager 4 no Relation 15,1,2006 4 years
91 M. Naeem- M. Hadi Storekeeper Assistant 5 no Soukok 30,1,2006 9 years casual employee for nine years
92 Khadaja- Abdul Qayoum Officer 3 no Soukok 29,1,2006 2 years
93 Toorpikai- Jan Mohammad Officer 5 no Soukok 29,1,2006 1 year Transferred from control Soukok
just transferred from MOE
94 Naja- Najmudin Relation Officer 6 no Soukok 29,1,2006 3 years control
95 Hafizullah-- Nabi Jan Officer 5 no Soukok 29,1,2006 4 years
96 Hafizullah-Azizullah Officer 4 no Soukok 29,1,2006 4 years transferred from control
97 Sharif Ahmad Officer 4 no Soukok 28,1,2006 2 years

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Staff Skills and Training Needs Assessment Report

98 Saleha Officer 4 no Soukok 28,1,2006 4 years

99 M. Arif- M. Yousuf G. Manager 3 no Soukok 28,1,2006 13 years
100 Sher Mohammad Store Manager 4 no Soukok 26,1,2006 15 years 6 class graduate
101 M. Naseer- Abdul Karim Officer 6 no Soukok 26,1,2006 10 years
102 Azmudin-Faiz-u-din Supply &distribution M. 4 no Soukok 26,1,2006 1 month
103 M. Aqa DDG treasury
104 M. Nadir-Abdul Zahir E&d manager treasury
105 Noorzia DDG treasury
106 Mujibullah DG treasury
107 Ghulam Haidar-Abdul Satar Controller 2 no D.Ministry 2,2,2006 8 years
108 M.Younas G.C.Manager 2 no D.Ministry 2,2,2006 3 years
109 M.Ibrahim-M.Ismail G.C.Manager 3 no MOH 4,2,2006 5 years
110 M.Hanif-AbdulZahir G.C.Manager 3 no MOWA 4,2,2006 6 months transferred from accounting
111 M.Akbar- Controller 4 no MOWA 4,2,2006 11 years
112 M. Rasoul-M. Aslim G.C.Manager 3 no MOE 7,2,2006 3.6 years
113 M.Younas-M.Azim Expenses control M 4 no MOE 7,2,2006 7 years
114 Rohullah VPP Manager 3 yes ISP 11,2,2006 3 months
115 Maryam Admin 3 yes ISP 11,2,2005 7 months
116 Amina Admin 3 yes ISP 11,2,2006 45 days
117 Najibullah-Hidayat ISP Assistant 4 yes ISP 11,2,2006 3 years
118 Abdul Basir ISP Assistant 4 yes ISP 11,2,2006 2 years
119 Babrak VPP Officer 4 yes ISP 11,2,2006 15 months
120 Mansoor Admin Assit.M.Coor 3 yes M.Coordin 12,2,2006 8 months
121 Jawid Ahmad VPP Officer 4 yes ISP 12,2,2006 5 months 15 months for BE
122 Ihsanullah ISP officer 4 yes ISP 12,2,2006 3 months
123 Hamayoun ISP officer 4 yes ISP 12,2,2006 6 months
124 Mujibullah- M.Nadir Admin Manager 3 yes ISP 12,2,2006 18 months
125 Mir Wais ISP officer 4 yes ISP 12,2,2006 3 months
126 M.Younas-M.Ismail ISP officer 4 yes ISP 12,2,2006 8 months
127 M.Musa ISP officer 4 yes ISP 12,2,2006 2 months
128 M.Eklil ISP officer 4 yes ISP 12,2,2006 5 months
129 Abdul Basir ISP Assistant 4 yes ISP 12,2,2006 1 year
130 Abdul Wase ISP officer 4 yes ISP 12,2,2006 4 months
131 Delawar Khan VPP Officer 4 yes ISP 12,2,2006 5 months
132 S.Najibullah- S, Mahmood ISP Assistant 4 yes ISP 12,2,2006 2 months
133 Wahida contractor SDU nil no SDU 13,2,2006 25 days
134 Lutfia contractor SDU nil no SDU 13,2,2006 2 months

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 Staff Skills and Training Needs Assessment Report
Attachment E: Staff Skills and Training Needs Assessment by Functional Area
Functional Main Functions
Area
Department of Ensure consistent management of the
Treasury Treasury and provincial mustofiats to enforce
Management the Law, instructions of the Minister and DM
of Finance by ensuring: smooth payment
processing; government fiscal and financial
reports represent actual government financial
position and transactions; due financial
controls are applied during payment and
transaction processing; development and
implementation of government debt and asset
management strategy and procedures; internal
management of Treasury staff
Provincial Ensure efficient, effective and timely
Reporting Unit collecting and consolidating of provincial
reports including: Due flow of data between
the Treasury and provincial mustofiats on
transactions; timely entry of the data and
posting of the provincial reports;
reconciliation of Treasury and
provincial mustofiats accounts
Special Ensure smooth processing of all government
Disbursement payments from donor grants and loans and
Unit that grant and loan conditions including
reporting requirements are accurately
interpreted and applied. Enter all transactions
into accurately and liaise and coordinate with
implementing agencies, donors, and banks
PACBP/FMC - BearingPoint Page 24 of 30
Staff Current Projected Required
Nos. Skills/Knowledge Skills/Knowledge
1+5 Need to set up interviews International standard
management skills in all areas
of all Treasury operations. HR
management
Basic word/Excel, DOS; some Operate one or more modules of
1+5 basic ; 4 staff transferred from including grant reporting and
Payments no job-related reconciliation. Monitoring and
training (no / excel) evaluation of grant and loan
requirements. Understanding of
budget process
1+5 Only PRR staff has no formal Operate one or more modules of
training, just recently transferred including grant reporting and
to Unit reconciliation. Monitoring and
evaluation of grant and loan
requirements. Understanding of
budget process
Gap Analysis &
/Recommended Training
Exposure to international standard
treasury functional concepts,
operations and practices.
Management training including
program and strategic planning,
and HR management
Generic: Basic English for
computers; Legal/Financial
Framework, overview of
Treasury; IT; Basic Accounting;
Manager: Basic Management and
Treasury Best Practices
Functional: operating system to
include report writing and
processing JVs
Generic: Legal/Financial
Framework, overview of
Treasury; IT; Basic Accounting;
Manager: Basic Management, and
Treasury Best Practices
Functional: training to include
report writing. Preparing and
analyzing bank statements and
reconciliations. Grants
management training including
grant/loan conditions and
requirements of donor agencies.
Staff Skills and Training Needs Assessment Report
Functional Area Main Functions
Advances Unit Ensure enforcement of rules related to
advances; timely acquittal of all advances
issued; reconciling advances; recovery of
funds if advances have not been completely
and duly spent or acquitted; and reporting
on the status of advances
Budgets and Ensure efficient, effective, and timely
Allotments Unit handling of government budgets and
allotments; recording budgets and
allotments; providing advice on the status of
budgets and allotments accounts to
recipients; reconciling budgets and
allotments data; and reporting on the status
of budgets and allotments
Payroll (ISP) Ensure efficient, effective and timely
handling of government payroll payments;
implementing the verified payments plan;
preparing agreements with banks for payroll
distribution; recovering amounts due the
government from the process of payroll
payments; and reporting on the status of
payroll payments
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Staff Current
Nos. Skills/Knowledge
1+7 Windows, loan instruments,
basic , reconciling advances
I PRR employee basic
1+7 bookkeeping, some accounting;
some / windows, forms, and
basic English
1+7 Many employees no training;
others some basic AFMIS and
payroll training
Projected Required
Skills/Knowledge
Operate one or more modules of
an integrated computerized
AMIS system, including data
entry processes, control
procedures, and report writing.
Advance level of accounting
Operate one or more modules of
including budget allotment data
entry and report writing;
preparing financial statements;
accounting including
reconciliation. Understanding
of budget process
Operate one or more modules of
including payroll, data entry and
report writing; preparing
financial statements;
Understand AFG bank
processes and procedures
Gap Analysis &
/Recommended Training
Generic: Basic English for
computers; Legal/Financial
Framework, overview of Treasury;
IT; Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: operating system to
include report writing. Cash
Accounting/Building Accounting
Records
Generic: Legal/ Financial
Framework; overview of
Treasury; Basic IT; Basic
Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: operating system to
include report writing and
allotments; preparing Financial
statements
Generic: Basic English for
computers; Legal/Financial
Framework, overview of Treasury;
IT; Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: Training Payroll
system (Access Data Base)
Staff Skills and Training Needs Assessment Report
Functional Main Functions
Area
Payments Ensure efficient, effective and timely
Processing Unit processing of all government payments; due
receipt and handling of payments requests
from budgetary units; performing controls of
payments before authorized; recording of
payments requests (EVs) in ; producing
payment instruments and advising
management on authorization; providing
payment instruments to due recipients/banks;
and reporting on the status of payment
processing
Receipt Ensure efficient, effective and timely
Processing Unit processing of all government receipts;
receiving and handling of receipt vouchers
from budgetary units and bank statements;
performing controls of receipt processing
before posting; recording receipt vouchers in ;
reconciling government bank accounts in the
center and provinces; reconciling receipt data
with budgetary units and key stakeholders;
and reporting on the status of receipt
processing
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Staff Current
Nos. Skills/Knowledge
1 + 34 Basic understanding of new
Payments procedures;
Data Entry operators basic ;
some windows. 5-6 have
received no formal training
Check Dist- no training
Check control-some windows;
Controllers: most have no
formal job training
Check Printing: some
windows/report writing
Distribution some
1+6 I PRR staff; some windows
training; basic reconciliation;
knowledge of banking
procedures and statements
Projected Required
Skills/Knowledge
To large no of transfers all need
some level of training; some
level of policies and procedures
Controllers need basic
computer, windows/excel; , all
Reception need , report writing;
All need windows/excel with
exception of Check distribution
I and report writing;
Operate one or more modules
of an integrated computerized
AMIS system, including data
entry processes (JVs), control
procedures, and report writing.
Reconcile bank statements and
accounts. Understanding of
AFG banking processes and
procedures
Gap Analysis &
/Recommended Training
All Payments Staff Need:
Generic: Basic English for
computers; Legal/Financial
Framework, overview of Treasury;
IT; Basic Accounting
Managers: Basic Management and
Treasury Best Practices
Functional: All need periodic
refresher training on new Payment
Procedures
Reception, Check Distribution, and
Check Printing: including data entry
Filing Data Base Management
Data Entry: continuing training to
include entry and control procedures
Controllers: training to include
control procedures
All Managers: Report writing and
data base management
Generic: Basic English for
computers; Legal/Financial
Framework, overview of Treasury;
IT; Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: operating system to
include report writing, processing
EVs. Cash Accounting and Building
Accounting Records; processing
EVs; Reconciling Bank Statements.
Staff Skills and Training Needs Assessment Report
Functional
Area
Main Functions
Reporting and Ensure general oversight of the accounting
Reconciliation systems and arrangements in Treasury and
Unit other government units; ensure complete
entry of transaction records in accounting
systems (ledgers); ensure integrity and
consistence of accounting records in
accounting systems (ledgers); ensure treasury
records are duly reconciled with records of
line ministries, provincial mustofiats;
servicing banks, and other counterparts;
ensure accounting controls are sufficient for
processing transactions; and ensure reports
produced are comprehensive, relevant,
reliable, timely and meet established
requirements
Ensure efficient, effective and timely
Soukuk Unit processing of all forms of valuable
documents; estimating need for producing the
forms of documents and ordering forms from
print facilities; safe custody of all valuable
documents; accurate distribution of valuable
documents to units of government and
provincial mustofiats on request; accurate
recording of all transactions of receiving and
distributing valuable documents; and
reporting on status of handling documents
PACBP/FMC - BearingPoint Page 27 of 30
Staff Current
Nos. Skills/Knowledge
1+9 Not received any job-related
training, familiar with all forms,
entry into , basic reconciliation.
Some computer skills (4
employees recently transferred
from Payments)
1 + 10 Basic accounting and
window/word/excel training;
basic analytical knowledge and
calculations in reconciling
reports; general document
handling processes, general
storekeeping controls
Projected Required
Skills/Knowledge
Operate one or more modules
of an integrated computerized
AMIS system, including report
writing, data entry processes
and control procedures. Basic
reconciliation and overview of
Treasury
Ability to track inventory
(documents, etc) and stocks and
produce reports; asset
management and custody
systems; understanding of
documents handling
Gap Analysis &
/Recommended Training
Generic: Basic English for
computers; Legal/Financial
Framework, overview of
Treasury; IT; Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: operating system;
including report writing; data
entry and controls, processing
JVs; Additional accounting
courses related to cash accounting
and accounts reconciliation, GFS
training.
Generic: Basic English for
computers; Legal/Financial
Framework, overview of
Treasury; IT; Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: Data Base
management, tracking, control
and reporting; Modern Principles
of Asset Management and
Inventory Control.
Staff Skills and Training Needs Assessment Report

Functional Main Functions Staff Current Projected Required Gap Analysis &
Area Nos. Skills/Knowledge Skills/Knowledge Recommended Training

Financial Ensure efficient, effective and timely handling of 1+4 Some of AFG banking system; Advanced macroeconomic Generic: Legal/Financial
Planning and government financial planning and cash knowledge of foreign currency analytical skills. Advanced Framework; overview of Treasury;
Cash management; accurate and timely analysis of regulations in AFG; some spreadsheet applications. Basic Accounting
Management cash forecasts and requirements and due macroeconomic analytical skills; Cash projection and Manager: Basic Management, and
Unit documents for initiating transactions to basic analytical financial management capabilities. Treasury Best Practices
authorized officials of MOF; timely and accurate management skills including Understanding of AFG Functional: Managing and
execution of cash management decisions; collect cash projections and banking system policies and Developing Data Bases; advanced
data and prepare cash projections; coordinate management; some computer procedures. spreadsheet applications; Additional
significant cash inflows and outflows with units skills cash management training financial
of government; liaise and coordinate with DAB forecasting and analysis
on processing transactions as initiated by
FPCMU; and report on performance of cash
management

Debt and Asset Ensure efficient, effective and timely handling of
Management government debt and asset management; provide
Unit complete and accurate status of debt ledgers in
Treasury and due reporting; analysis of debt data
and developments in debt management to
support government debt strategy; accurate and
timely information to management regarding
debt amortization, service schedules, and
individual transactions; timely and accurate
execution of debt management decisions; policy
development/implementation in government
units on asset management; and reporting on
performance of debt and asset management
1+4 Basic data base management;
cash management skills; Basic
analytical skills; international
donor regulations, preparing loan
payment schedules; some skills;
knowledge of AFG banking
system
Operate one or more modules
of including grant reporting
and reconciliation. Advanced
macroeconomic analytical
skills; ability to prepare
financial trend data; advanced
spreadsheet applications.
Understanding of
development and operating
budget process. International
standards of managing and
reporting on governmental
physical assets
Generic: Legal/Financial
Framework; overview of Treasury;
Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: applications including
Grant management and reporting
and budget allotments. Managing
and Developing Data Bases;
advanced spreadsheet applications;
Training on Debt policy, financial
management and budgeting.
International financing instruments.
Analysis of economic trends and
forecasting techniques. Principles of
Asset management and valuation.

PACBP/FMC - BearingPoint Page 28 of 30

Staff Skills and Training Needs Assessment Report

Functional Main Functions Staff Current Projected Required Gap Analysis &
Area Nos. Skills/Knowledge Skills/Knowledge /Recommended Training

Treasury Ensure efficient, effective and timely issuance
Regulations and implementation of government financial
and Training regulations, procedures, and rules concerning
Unit Treasury functions; develop proposals for
adopting financial regulations, procedures and
rules; draft financial regulations, procedures, and
rules; analyze financial management
arrangements and recommend improvements;
distribute government financial regulations,
procedures, and rules available to government
officials and general public; advice government
units on application of financial regulations,
procedures, and rules; provide training to
government officials
1+5 No PRR staff in unit, Knowledge of AFG government
1BE Training Advisor financial legal and regulatory framework.
Ability to prepare complex financial
regulations, procedures and rules.
Knowledge of international financial and
legal governmental regulatory
framework. Ability to design and
implement training programs on
procedures to government officials.
Generic: Legal/Financial
Framework, overview of Treasury;
Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: International Best
Practices Financial Legal and
Regulatory Frameworks. Writing
and Presenting Financial Policies
and Procedures. TOT Training for
training staff. Communication
Skills

IT (AFMIS) Ensure efficient and effective financial
Unit management information systems support and
development for the government; develop and
implement strategy; development, and
implementation government-wide; ensure
implementation and operation of and its
components in the Treasury, other units of the
Ministry of Finance, and government in the
center and provinces; implement adequate
measures of improving facilities; promote
cooperation and development of Information and
Communication Technology systems in
counterpart organizations and due interface with
AFMIS; and report on the performance of
implementing strategy
1+1 No PRR staff in unit; Ability to expand and build on system. Generic: Basic English for
Run by BE Advisors (Much training will depend on what computers; Legal/Financial
system government decides to go with in Framework, overview of Treasury;
the future) Advanced IT; Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: Basic and advanced
training including Database, ICT
modules

PACBP/FMC - BearingPoint Page 29 of 30

Staff Skills and Training Needs Assessment Report
Functional Main Functions
Area
Coordination with Ensure efficient, effective and timely handling
Line Ministries of coordination of treasury functions with line
and Mustofiats ministries and mustofiats; ensure accurate
Unit implementation of treasury financial
management functions by line ministries and
provincial mustofiats; assist the Treasury
Regulations and Training Unit in informing
line ministries and provincial mustofiats on
new regulatory documents implement training
activities; implement measures of the financial
management reform in line ministries and
provincial mustofiats; and report on
coordination activities.
Relations Unit Ensure efficient, effective and timely handling
of incoming and outgoing business
correspondence of the Treasury. Ensure
registration and filing of all incoming and
outgoing correspondence; ensure that
management instructions regarding the tasks
assigned related to the business
correspondence and due documentation are
properly and timely addressed; ensure
outgoing documents meet the standards of
government correspondence and that
documents are distributed to due recipients in
the Treasury Department and outsi de using
appropriate communication channels
PACBP/FMC - BearingPoint Page 30 of 30
Staff Current Projected Required
Nos. Skills/Knowledge Skills/Knowledge
1+5 Some PRR staff; most are not Operate one or more modules of
PRR. No formal training an integrated computerized
AMIS system, including report
writing Financial Management
Information System (FMIS),
including data entry processes
and control procedures.
Understanding of Legal and
Regulatory Framework, and
Treasury operations, regulations
and procedures
1+4 Current employee not PRR; Business correspondence skills;
some English skills; knowledge Some basic English skills;
of loan reporting systems general filing and document
management skills
Gap Analysis &
/Recommended Training
Generic: Basic English for
computers; Legal/Financial
Framework, overview of Treasury;
IT; Basic Accounting
Manager: Basic Management, and
Treasury Best Practices
Functional: Communication
Skills; Basic Auditing Skills
Generic: Basic English for
computers; Legal/Financial
Framework, overview of Treasury;
IT
Functional: Business writing;
Additional English skills