operations manual

Transcription

operations manual

Rwanda Workforce Development Authority
(WDA)
Skills Development Project (SDP)
Operations Manual
Volume IV
WORKFORCE DEVELOPMENT AUTHORITY – WDA
Empowering people with employable skills and entrepreneurship capacity
P. O. BOX 2707
Tel: (+250) 255113365
E-mail: info@wda.gov.rw
Website: www.wda.gov.rw
Rwanda
Workforce Development Authority
The Skills Development Project (SDP)
VOLUME IV:
FINANCIAL MANAGEMENT, PROCUREMENT PROCEDURES & ADMINISTRATIVE REGULATIONS
Operations Manual
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06th september.doc Finance Mgmt, Procurement Procedures & Admin Regulations 1 of
(WDA)
Operations Manual
Volume IV
QUICK GUIDE
Volume I: Background and Policy Framework
Component 1 Delivery of Quality and Relevant Vocational Training
Volume II: Component 2 TVET System Strengthening: Monitoring & Evaluation
Reporting
Volume III: Component 3 Rapid Skills Delivery / Skills Development Facility (SDF)
Financial Management, Procurement Procedures and AdministraVolume IV:
tive Regulations
FOREWORD
The Operations Manual (further referred to as the Manual or OM) defines policies and operating principles and provides guidance for the implementation of the Skills Development
Project. The manual was developed by a task force of the WDA comprising of outgoing Deputy Director General Corporate Affairs – Fatina Mukarubibi, HR director – Francis Twinamatsiko, Finance director – Modeste Muhire, Private Sector Partnership Expert – Denis Rugamba,
Ag., Director TVET-Sam Barigye, SDP Procurement Specialist – Leocadie Mwenzikazi, SDP M &
E Specialist – Rose Uwagirisa and Senior Expert Planning & Project Management – Prof.,
Mwangi Maringa. This task force facilitated wide consultation with a cross-section of stakeholders/ implementers within the WDA that included Aime Mpamo – Curriculum Development Head, Rose Mukantabana – Assessment & Certification head, Johnson Rutayisire –
Training of Trainers head, Charles Sekanyambo – Ag., Director Schools Development and Gerald Karamutsa representing Schools Management Systems. The task force worked under the
guidance of the outgoing WDA DG and now Minister of Infrastructure Hon., Albert Nsengiyumva and the incumbent DG, Jerome Gasana. The Manual has been developed in accordance with the World Bank’s policy and procedures. It benefitted from close guidance of the
World Bank Task team leader Margo Hoftijzer, with the added advice of Clemens Romjin (an
M & E consultant) and Guenter Schieske (Project and Financial consultant).
The manual was approved by the WDA in August 2011 and by the Word Bank in September
2011. It is a dynamic document and will be updated from time to time in response to changes
and developments of the project and the provisions for its implementation. It is structured to
be used by the WDA / PMPU, by other Project stakeholders, and by internal and external auditors. This Volume IV offers guidance on accessing, utilizing and accounting for SDP resources; the audience for volume IV are also the implementers (VTCs) and units of the WDA
that provide technical inputs for components I & II of the SDP.
Date:
Date:
Signed:_____________________________ Signed:_______________________________
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WDA, Director General

Operations Manual
Volume IV
World Bank
This manual should be read in conjunction with the project Specific
Financing Agreement and the various standard guidelines and procedures issued by the World Bank and the Government of Rwanda
referred to hereinafter.
Relevant Laws, regulations of state authorities, and Contracts supersede the Manual.
ABBREVIATIONS AND ACRONYMS
9YBE
AEAs
APEFE
BTC
CAS
CBT
CB-DD
CB-DR
CDAP
CQBS
CQS
DA
DDG
DG
DP
EA
EDPRS
ESMF
ESMPs
ESSP
FBS
FM
FY
GDP
GER
GoR
GIZ
HCSDS
Nine Years of Basic Education
Autonomous Education Agencies
Association for the Promotion of Education and Training Abroad
Belgian Technical Cooperation
Country Assistance Strategy
Competency-Based Training
Competency-Based, Demand-Driven
Competency-Based, Demand-Responsive
Country Development Action Plan
Consultant Qualification Based Selection
Consultant Qualifications
Designated Account
Deputy Director General
Director General
Development Partner
Environmental Assessment
Economic Development and Poverty Reduction Strategy
Environmental and Social Management Framework
Environmental and Social Management Plans
Education Sector Strategic Plan
Fixed Budget Selection
Financial Management
Fiscal Year
Gross Domestic Product
Gross Enrollment Ratio
Government of Rwanda
German Society for International Cooperation
Human Capital and Skills Development Strategy
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IAP
IBRD
IC
ICB
ICT
IDA
IFR
IPRC
IPSAS
ISR
JICA
KOICA
LCS
M&E
MDAs
MINECOFIN
MINEDUC
NCB
NQF
NUFFIC
OAG
OECD
OP/BP
ORAF
PAD
PBET
PBU
PDO
PMPU
PMU
PPIU
P-RAMS
PS
QBS
QCBS
RDB
REMA
RPPA
SBD
SDF
Volume IV
Industrial Attachment Programme
International Bank for Reconstruction and Development
Individual Consultants
International Competitive Bidding
Information and Communications Technology
International Development Association
Interim Financial Report
Integrated Polytechnic Regional Center
International Public Sector Accounting Standards
Implementation Status Report
Japan International Cooperation Agency
Korean International Cooperation Agency
Least-Cost Selection
Monitoring and Evaluation
Ministries, Departments, and Agencies
Ministry of Finance and Economic Planning
Ministry of Education
National Competitive Bidding
National Qualification Framework
Netherlands Organization for International Cooperation in Higher Education
Office of the Auditor General
Organization for Economic Co-operation and Development
Operational Policy // Bank Policy
Operational Risk Assessment Framework
Project Appraisal Document
Post-Basic Education and Training
Partnership Building Unit
Project Development Objectives
Project Management and Planning Unit
Project Management Unit
Project Planning and Implementation Unit
Procurement Risk Assessment & Management System
Permanent Secretary
Quality Based Selection
Quality and Cost Based Selection
Rwanda Development Board
Rwanda Environmental Management Agency
Rwanda Public Procurement Authority
Standard Bidding Document
Skills Development Facility
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SDP
SIL
SMEs
SOE
SRFP
SSS
STEL
STI
TA
TEVSA
TNA
ToT
TSS
TVET
TWS
UNICEF
USAID
VT
VTC
VVOB
WB
WDA
Operations Manual
Volume IV
Skills Development Project
Specific Investment Loan
Small and Medium Enterprises
Statements of Expenditures
Standard Request for Proposals
Single-Source Selection
Standard Training Equipment Lists
Science, Technology and Innovation
Technical Assistance
Technical and Vocational Schools Association
Training Needs Analysis
Training of Trainers
Technical Secondary School
Technical-Vocational Education and Training
Training Workshop Specifications
United Nations Children’s Education Fund
United States for International Development
Vocational Training
Vocational Training Center
Flemish Association for Development Cooperation and Technical Assistance
World Bank
REVISIONS TO THE MANUAL
This manual will be available at the WDA website in a read-only and printable version. All personnel are required to familiarise themselves with its contents. Test that is highlighted in blue
colour will hyperlink to the corresponding document. Proposals for change and supplements
are welcome, and should be addressed to the Director Project Management and Planning
Unit (PMPU). Changes have to be approved by the Director General Workforce Development
Authority (WDA).
Approved revisions
August
2011
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DIVERSION FROM PAD:
 Responsibility for IAP shifted from Director Quality Assurance and Accreditation (DQAA) to Director Partnership Building (DPB) under the Private Sector Partnership Docket.
 SIGNATORIES: From the PAD’s SDP Manager, Director PMPU & Director of Finance to the OM’s DG, SDP
Manager & Director of Finance
(WDA)
Operations Manual
Volume IV
ADDRESSES
P. O. Box 2707 Kigali – Rwanda
Tel: (+250) 255113365, +250-788-308-785
E-mail: info@wda.gov.rw , Jerome@wda.gov.rw, gasajerome@yahoo.com
Contact Person: Jerome Gasana, the Director General WDA.
PMPU
Tel: (+250) 255113365, +250-788-829-776
E-mail: mwangi@wda.gov.rw, pmmaringa@yahoo.co.uk
Contact Person: Paul Mwangi Maringa, Senior Expert Planning and Project Management
for Director PMPU.
SDP
Tel: (+250) 255113365, +250-788-303-886
E-mail: wmuyenzi@yahoo.com
Contact Person: Wilson Muyenzi, Ag., SDP Manager.
SDF
Tel: (+250) 255113365
E-mail: info@wda.gov.rw
Contact Person: XXXX, SDF Manager.
Word Bank
P. O. Box ……………………………..
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Tel: ……………………………………..
E-mail: ………………………………..
Contact Person: Margo Hoftijzer, the Task Team Leader, World Bank
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Operations Manual
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This Volume consists of the following 3 parts:
 6Part 1: Financial Management (Page 15 - 35)
 Part 2: Procurement Procedures (Pages 36 - 64)
 Part 3: Administrative Regulation (Pages 65- 115)
Annex 1: Sample Procurement Plan (Pages 116 - 118)
Annex 2: Detailed Procurement Plan (Pages 119 - 121)
Annex 3: Additional Administrative Regulations (Pages 122 - 130)
TABLE OF CONTENTS
Fore matter
QUICK GUIDE ............................................................................................................................................2
FOREWORD ...............................................................................................................................................2
ABBREVIATIONS AND ACRONYMS .........................................................................................................3
REVISIONS TO THE MANUAL ..................................................................................................................5
ADDRESSES ...............................................................................................................................................6
Main Text
PART 1: FINANCIAL MANAGEMENT ................................................................................................... 15
SPECIFIC ABBREVIATIONS AND ACRONYMS ..................................................................................... 15
1. INTRODUCTION AND OVERVIEW .................................................................................................... 17
2.
2.1
2.2
FINANCIAL POLICY FRAMEWORK ............................................................................................... 18
FINANCIAL MANAGEMENT SYSTEM REQUIREMENTS ..................................................... 18
2.1.1
Subsidiary Agreement ..................................................................................................... 19
2.1.2
Anti-Corruption ............................................................................................................... 20
FINANCIAL REPORTS, AUDITS AND CONTROLS ........................................................... 20
2.2.1
Financial Reports ............................................................................................................. 20
2.2.2
Financial Audits ............................................................................................................... 21
2.2.3 Internal Controls and Internal Audit ...................................................................................... 22
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2.3 PROJECT COST AND FINANCING ................................................................................ 23
2.4
ELIGIBLE EXPENDITURES .................................................................................... 23
2.5
STAFFING AND ASSIGNMENTS OF AUTHORITY AND RESPONSIBILITIES ............................... 24
3. FINANCIAL PLANNING AND BUDGETING ....................................................................................... 25
3.1 BUDGETING ARRANGEMENTS .......................................................................................... 26
3.2 EXPENDITURE BUDGETING ............................................................................................. 26
3.3 BUDGETING PROCESS.................................................................................................. 26
4. ACCOUNTING POLICIES, PROCEDURES, CONTROLS AND INFORMATION SYSTEMS ................. 27
4.1 ACCOUNTING SYSTEM AND ARRANGEMENT ............................................................................. 27
4.2 CHART OF ACCOUNTS ................................................................................................. 28
4.2.1
Bank accounts ................................................................................................................. 28
4.2.2
Reconciliation of bank accounts...................................................................................... 29
4.2.3
Custody of accounting records ........................................................................................ 29
4.3 ACCOUNTING FOR TRANSACTIONS (GOODS, WORKS AND SERVICES PROCURED -CONTRACT MANAGEMENT) ............. 30
4.3.1 Delivery of works .................................................................................................................... 30
4.3.2 Delivery of goods .................................................................................................................... 30
4.3.3 Delivery of services................................................................................................................. 31
4.3.4 Actual payments ..................................................................................................................... 31
4.4 PETTY CASH SYSTEM .................................................................................................. 31
I.
PETTY CASH OPERATIONS .............................................................................................. 31
II.
REPLENISHMENT OF THE PETTY CASH ................................................................................... 32
III.
PAYMENTS ........................................................................................................... 32
5. DISBURSEMENT................................................................................................................................. 33
5.1 PURPOSE ............................................................................................................. 33
5.2 DISBURSEMENT PROCEDURES AND GUIDELINES ..................................................................... 33
5.3 SUPPORTING DOCUMENTATION ........................................................................................ 34
PART II: ROCUREMENT MANAGEMENT.................................................................................... 36
1.
1.1
1.2
1.3
GENERAL ........................................................................................................................................ 36
DEFINITION/GLOSSARY ...................................................................................... 36
PROCUREMENT LAWS THAT WILL GUIDE THE PROJECT ................................................ 36
PROCUREMENT GUIDING PRINCIPLES ...................................................................... 37
2.
SCOPE OF PROCUREMENT ........................................................................................................... 37
3.
PROCUREMENT PLANNING.......................................................................................................... 37
4.
PROCUREMENT UNIT ROLES AND RESPONSIBILITIES ......................................................... 38
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4.1
4.2
4.3
4.4
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RWANDA PUBLIC PROCUREMENT AUTHORITY (RPPA) ............................................................ 38
WDA AND SKILLS DEVELOPMENT PROJECT ....................................................................... 38
INTERNAL TENDER COMMITTEE ................................................................................... 39
SUPPORTING UNITS........................................................................................... 39
4.4.1 Technical Departments .......................................................................................................... 39
5.
4.4.2.
Legal Advisor ................................................................................................................ 39
4.4.3.
Chief Budget Manager ................................................................................................. 40
4.4.5
Internal Reviews .............................................................................................................. 40
APPLICABLE PROCUREMENT GUIDELINES AND STANDARD DOCUMENTS ........................... 41
5.1 APPROVED PROCUREMENT METHODS FOR GOODS, WORKS AND NON-CONSULTING SERVICES / PRIOR
REVIEW THRESHOLDS ................................................................................................. 41
5.1.1 Detailed Explanations ............................................................................................................. 43
5.2
6.
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
6.10
7.
SPECIFIC PROCUREMENT SUBJECTS ............................................................................... 50
OTHER RULES AND REGULATIONS GOVERNING PROCUREMENT PROCESSES..................... 52
CORRUPTION ................................................................................................... 52
COLLUSION ..................................................................................................... 53
CONFLICT OF INTEREST ........................................................................................ 53
CONFIDENTIALITY .............................................................................................. 54
AMENDMENT AND MODIFICATIONS TO CONTRACTS ........................................................ 54
CLARIFICATIONS AND CORRECTION OF ARITHMETIC ERRORS ............................................... 55
TERMINATION OF PROCUREMENT PROCEEDINGS ........................................................... 55
FORMS OF COMMUNICATION ................................................................................. 55
6.8.1
Debriefing ........................................................................................................................ 55
6.8.2
Dispute Resolution .......................................................................................................... 56
6.8.3
Suspension of proceedings, et.alia .................................................................................. 56
6.8.4
Decision by procuring entity ........................................................................................... 56
APPEAL OF PROCURING ENTITY DECISIONS ................................................................... 57
OTHER SPECIFIC CONSIDERATIONS............................................................................ 57
6.10.1
Record Keeping: .............................................................................................................. 57
6.10.2
Preparation of Technical Specifications .......................................................................... 57
6.10.3
Evaluation Criteria specified in the SBD/RFP .................................................................. 58
6.10.4
Post Qualification ............................................................................................................ 58
6.10.5
No-Objections/Prior Review stages ................................................................................ 58
PROCUREMENT BY SUB-GRANTS BENEFICIARIES OF THE SDF ......................................... 60
7.1 PROCUREMENT PRINCIPLES. ..................................................................................................... 60
7.2
PROCUREMENT ARRANGEMENT......................................................................................... 60
7.3
PROCUREMENT REVIEWS BY THE SDF SECRETARIAT .......................................................... 61
7.4
PROCUREMENT METHODS .................................................................................................. 61
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TEMPLATE DOCUMENTS ..................................................................................................... 63
PART III: HUMAN RESOURCE POLICIES AND PROCEDURES .................................................... 64
1. INTRODUCTION ................................................................................................................................. 64
1.1 FORMULATION AND APPROVAL .................................................................................... 64
1.2 RECRUITMENT POLICY & PROCEDURES ........................................................................ 64
1.3 OBJECTIVES .......................................................................................................... 65
1.4 RECRUITMENT PRINCIPLES.......................................................................................... 65
A.
Compliance to Local Legislation .............................................................................................. 65
C.
Employment of Expatriates ..................................................................................................... 65
D.
Reputation as a Good Employer.............................................................................................. 65
E.
Long Term Potential ................................................................................................................ 66
F.
Authority and Responsibility for Recruitment ........................................................................ 66
G.
Recruitment............................................................................................................................. 66
H.
Recruitment Methods ............................................................................................................. 66
I.
Preparation.............................................................................................................................. 67
ii.
Position Analysis ...................................................................................................................... 68
iii.
Job description ........................................................................................................................ 68
J. Advertising the Vacancy ............................................................................................................... 70
P.
Selection Process ..................................................................................................................... 72
i.
Planning the Interview ............................................................................................................ 72
Q.
Testing ..................................................................................................................................... 73
R.
Conducting the Interview – Questioning ................................................................................ 73
S. Choosing the Right Candidate ..................................................................................................... 74
i.
Assessing Suitability ................................................................................................................ 74
T. Making the Decision to Appoint .................................................................................................. 74
U. Classification of Appointments ................................................................................................... 75
V. Employment Contract ................................................................................................................. 75
W. Employee Induction ................................................................................................................... 75
X. Probationary Period ................................................................................................................... 77
Y. Confirmation................................................................................................................................ 77
Z. Transfers ...................................................................................................................................... 78
AA. Personnel Records .................................................................................................................... 78
2. STAFF TRAINING AND DEVELOPMENT POLICY............................................................................. 78
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2.1 PRINCIPLES ............................................................................................................. 79
2.2
JOB DESCRIPTION AND COMPETENCY MAPPING ...................................................................... 79
2.3
COMPETENCY MAPPING PROCESS................................................................................... 80
2.4
DEVELOPMENT OF TRAINING PROGRAMMES ......................................................................... 80
2.5
NOMINATIONS AND TRAINING DELIVERY............................................................................. 80
2.6
TRAINING EVALUATION ............................................................................................ 81
A.
Pre-Course Evaluation ............................................................................................................. 81
B.
End of Course .......................................................................................................................... 81
C.
Post Course Evaluation............................................................................................................ 81
RESPONSIBILITIES FOR TRAINING AND DEVELOPMENT ................................................................. 81
2.7
A.
The Individual .......................................................................................................................... 81
A.
Department/ Line Managers ................................................................................................... 81
B.
The Head of HR unit ................................................................................................................ 82
SELF-STUDY POLICY ................................................................................................ 82
2.8
A.
Implementation ...................................................................................................................... 82
B.
Study/ Further Education ........................................................................................................ 82
C.
Study Assistance Policy and Guidelines .................................................................................. 83
D.
Approval Criteria: .................................................................................................................... 83
E.
Sponsorship ............................................................................................................................. 83
3. TERMS & CONDITIONS OF EMPLOYMENT...................................................................................... 84
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
3.11
3.12
3.13
3.14
3.15
3.16
3.17
3.18
3.19
TIME RECORDS FOR STAFF ........................................................................................ 84
WEEKENDS, PUBLIC HOLIDAYS ...................................................................................... 84
PAYROLL DEDUCTIONS .......................................................................................... 84
LEAVE AND ABSENTEEISM .......................................................................................... 85
ANNUAL LEAVE ................................................................................................... 85
SICK LEAVE ...................................................................................................... 86
LEAVE WITHOUT PAY ............................................................................................ 87
COMPASSIONATE OR EMERGENCY/SPECIAL LEAVE .............................................................. 87
MATERNITY LEAVE .............................................................................................. 87
PATERNITY LEAVE ............................................................................................... 87
MISCARRIAGE ..................................................................................................... 87
STUDY LEAVE .................................................................................................... 87
ABSENCE WITHOUT LEAVE....................................................................................... 87
ACTING ALLOWANCE ............................................................................................. 88
STAFF MEDICAL BENEFITS ....................................................................................... 88
MOBILE PHONE AND LANDLINES COMMUNICATION ALLOWANCE ................................................ 88
RETIREMENT BENEFITS .......................................................................................... 89
MANDATORY RETIREMENT AGE..................................................................................... 89
BEREAVEMENT ................................................................................................... 89
4. CODE OF CONDUCT ........................................................................................................................... 89
4.1
4.2
4.3
POLICY STATEMENT .............................................................................................. 89
IMPLEMENTATION OF THE CODE .................................................................................... 89
COMPLIANCE TO POLICIES, RULES AND REGULATIONS................................................................. 89
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4.4
PROFESSIONALISM, RESPECT AND COURTESY TO MEMBERS, STAKE HOLDERS, PARTNERS ................................. 90
4.5
ACCEPTANCE OR SOLICITATION OF GIFTS (IN CASH OR IN KIND) ........................................................ 90
4.6
ABUSE OF OFFICE .................................................................................................. 90
4.7 PUBLIC REPRESENTATION ................................................................................................ 91
4.8
DECLARATION OF CONFIDENTIALITY ................................................................................ 91
A.
WDA activities and information. ............................................................................................ 91
CONFLICT OF INTEREST ............................................................................................. 92
CONDUCTS OF OTHER BUSINESS DURING OFFICE HOURS. ...................................................... 92
EXCESSIVE TIME/ATTENTION TO ACTIVITIES OUTSIDE THE ORGANISATION ..................................... 92
APPROVAL TO ENGAGE IN EXTERNAL ACTIVITIES ............................................................... 92
GENERAL CONDUCT ............................................................................................. 92
DRESS CODE ..................................................................................................... 92
4.9
4.10
4.11
4.12
4.13
4.14
5. COMMUNICATIONS POLICY.............................................................................................................. 92
POLICY STATEMENT ................................................................................................ 92
CORPORATE COMMUNICATIONS .................................................................................... 93
INFORMATION NOT FOR EXTERNAL COMMUNICATION ........................................................... 93
STAFF COMMUNICATIONS .......................................................................................... 93
RESPONDING TO REQUESTS FOR INFORMATION ...................................................................... 94
5.1
5.2
5.3
5.4
5.5
A.
For potentially sensitive or controversial matters: ............................................................... 94
B.
Routine customer Queries and Requests for Information .................................................... 94
C.
Routine Employees Queries and Requests for Information.................................................. 94
COMMUNICATION CHANNELS....................................................................................... 94
5.6
A.
Departmental & Branch Meetings .......................................................................................... 94
B.
Internal Communication Directories ....................................................................................... 94
C.
Electronic Communications..................................................................................................... 95
D.
Notice Boards .......................................................................................................................... 95
E.
Feedback from clients and partners........................................................................................ 95
F.
Business Cards ......................................................................................................................... 95
G.
Authenticity of documents...................................................................................................... 95
6. SALARY STRUCTURE ......................................................................................................................... 95
POLICY............................................................................................................ 95
STAFF ALLOWANCES .............................................................................................. 96
6.1
6.2
A.
Staff allowances and reimbursable expenses ......................................................................... 96
7. GRIEVANCE HANDLING .................................................................................................................... 96
7.1
POLICY............................................................................................................ 96
7.2
PROCEDURES ..................................................................................................... 96
7.3 OBJECTIVES OF GRIEVANCE HANDLING ................................................................................... 97
7.4
HARASSMENT AT WORK............................................................................................ 97
7.5
THE RIGHT TO BE HEARD ........................................................................................... 97
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THE RULE OF CONFIDENTIALITY ..................................................................................... 97
OUTCOME OF GRIEVANCE HANDLING ............................................................................... 97
7.6
7.7
8. PERFORMANCE APPRAISAL .......................................................................................................... 98
8.1 POLICY ............................................................................................................... 98
8.2
THE PURPOSE OF PERFORMANCE APPRAISAL ......................................................................... 98
8.3
THE OBJECTIVES OF APPRAISALS ARE: ............................................................................... 98
8.4
RESPONSIBILITY FOR THE APPRAISAL PROCESS....................................................................... 98
B.
C.
D.
E.
F.
A.
Individuals: .............................................................................................................................. 98
A.
Departmental Heads: ............................................................................................................. 98
HUMAN RESOURCE UNIT: ............................................................................................ 99
REVIEW PERIODS ..................................................................................................... 99
CONFIDENTIALITY OF ASSESSMENT INFORMATION ....................................................................... 99
MANAGING DISAGREEMENTS .......................................................................................... 99
COMPONENTS OF THE APPRAISAL PROCESS ............................................................................ 100
i.
The Appraisal Cycle ............................................................................................................... 100
ii.
The Approach ........................................................................................................................ 101
iii.
The Self and Manager Appraisals .......................................................................................... 101
iv.
The Appraisal Interview......................................................................................................... 101
G.
The Progress Meeting ........................................................................................................... 101
H.
The Interim Review ............................................................................................................... 101
I.
Success Criteria...................................................................................................................... 102
J.
Performance Appraisal .......................................................................................................... 102
9. DISCIPLINARY POLICY & PROCEDURES ........................................................................................ 102
POLICY........................................................................................................... 102
OBJECTIVES ..................................................................................................... 102
CATEGORIES OF OFFENSES & APPROPRIATE DISCIPLINARY ACTION .................................................... 103
9.1
9.2
9.3
A.
Category 1 Offences .............................................................................................................. 103
B.
Category 2 Offences.............................................................................................................. 104
C.
Category 3 Offences: ............................................................................................................. 104
D.
Category 4 Offences .............................................................................................................. 105
9.4
THE DISCIPLINARY PROCESS ..................................................................................... 105
A.
Informal Stage ....................................................................................................................... 105
C.
Formal Written Warning ....................................................................................................... 106
F.
Final Written Warning ........................................................................................................... 106
G.
Disciplinary Investigations ..................................................................................................... 106
H.
Dismissal ................................................................................................................................ 107
I.
Instant Dismissal.................................................................................................................... 107
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J.
Employee Rights .................................................................................................................... 107
K.
The Right of Appeal against a Disciplinary Decision.............................................................. 108
10. SEPARATION FROM SERVICE ...................................................................................................... 108
10.1
10.2
10.3
10.4
10.5
10.6
10.7
POLICY .......................................................................................................... 108
RESIGNATION (VOLUNTARY SEPARATION) BY THE EMPLOYEE ......................................................... 109
ADVANCE RESIGNATION WRITTEN NOTICE.......................................................................... 109
CLEARANCE OF ACCOUNTABILITIES ................................................................................. 109
USE OF ANNUAL LEAVE CREDITS ................................................................................... 109
TERMINATION (INVOLUNTARY SEPARATION) OF THE EMPLOYEE ...................................................... 109
TERMINATION WITHOUT NOTICE................................................................................ 110
11. OCCUPATIONAL HEALTH, SAFETY AND SECURITY ................................................................... 110
11.1
11.2
11.3
11.4
HEALTH AND SAFETY POLICY ....................................................................................... 110
SECURITY POLICY FOR STAFF ....................................................................................... 110
PERSONAL ACCIDENT INSURANCE .................................................................................. 111
EQUAL OPPORTUNITIES & GENDER EQUITY ........................................................................ 111
ANNEX 1: SAMPLE PROCUREMENT PLAN ........................................................................................ 114
I.
GENERAL ........................................................................................................... 114
II. GOODS, WORKS AND NON-CONSULTING SERVICES ..................................................................... 114
III. SELECTION OF CONSULTANTS ......................................................................................... 115
Cost................................................................................................................................................ 116
ANNEX 2: DETAILED PROCUREMENT PLAN .................................................................................... 117
I.
GENERAL ........................................................................................................... 117
II. GOODS AND WORKS AND NON-CONSULTING SERVICES .................................................................. 117
III. SELECTION OF CONSULTANTS ......................................................................................... 118
IV. IMPLEMENTING AGENCY CAPACITY BUILDING ACTIVITIES WITH TIME SCHEDULE ....................................... 119
ANNEX 3: ADDITIONAL ADMINISTRATIVE REGULATIONS ............................................................ 120
1.1 STAFF TRAVEL ......................................................................................................... 120
1.2
COMMUNICATION FACILITIES ...................................................................................... 120
1.3
IT/MIS POLICY .................................................................................................. 121
1.4
1.5
1.3.1
Computer Use................................................................................................................ 121
1.3.2
Password policy: ............................................................................................................ 122
1.3.3
Virus Protection: ............................................................................................................ 122
1.3.4
Internet and Email usage: ............................................................................................. 123
USE OF CARS ..................................................................................................... 123
CORRESPONDENCE AND DOCUMENT CONTROL ...................................................................... 124
1.5.1
General .......................................................................................................................... 124
1.5.2
Incoming Correspondence ............................................................................................ 125
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1.5.3
Outgoing Correspondence ............................................................................................ 125
1.5.4
Filing System .................................................................................................................. 125
1.5.5
Electronic and paper files .............................................................................................. 126
1.5.6
Obligatory file structure ................................................................................................ 126
LIBRARY.......................................................................................................... 127
OPEN SHARE FOLDER / INTRANET .................................................................................. 128
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PART 1: FINANCIAL MANAGEMENT
SPECIFIC ABBREVIATIONS AND ACRONYMS
ACCA
BNR
CIMA
CPA
CSR
DA
EDPRS
FMS
FMR
GoR
IBRD
IDA
IPSAS
KPIs
M&E
MINECOFIN
PDO
PFM
SOE
ToR
WDA
: Association of Certified Chartered Accountants
: Banque Nationale du Rwanda
: Institute of Chartered Management Accountants
: Chartered Public Accountant
: Civil Service Reform
: Designated Account
: Economic Development and Poverty Reduction Strategy
: Financial Management Specialist
: Financial Monitoring Reports
: Government of Rwanda
: The International Bank for Reconstruction and Development
: International Development Association
: International Public Sector Accounting Standards
: Key Performance Indicators
: Monitoring and Evaluation
: Ministry of Finance and Economic Planning
: Project Development Objective
: Public Financial Management
: Statement of Expenditure
: Terms of Reference
: Workforce Development Authority
DEFINITIONS
1.
“Anti-Corruption Guidelines” means the “Guidelines on Preventing and Combating Fraud and Corruption in Projects Financed by IBRD Loans and IDA Credits and Grants”, dated October 15, 2006
and revised in January 2011.
2.
“Bank” means “THE WORLD BANK” including BRD and IDA.
3.
“Annual Work Plan” means the Annual Work Plan for the Project Implementing Entity in connection with the Project.
4.
“Category” means a category set forth in the table in Section IV of Schedule 2 to this Agreement.
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5.
“Consultant Guidelines” means the “Guidelines: Selection and Employment of Consultants under
IBRD Loans and IDA Credits and Grants by World Bank Borrowers” published by the Bank in January 2011.
6.
“Environmental and Social Management Framework” and “ESMF” each means the Environmental and Social Management Framework dated January 31, 2011, adopted by the Recipient giving
details of the programme of actions, measures and policies designed to maximize the benefits of
the Project, eliminate, offset or mitigate any adverse environmental and social impacts of the
Project, or reduce such impacts to acceptable levels.
7.
“Environmental and Social Management Plan” and “ESMP” each means an Environmental and
Social Management Plan, acceptable to the Association prepared in accordance with the ESMF
pursuant to Section I.F of the Schedule to the Project Agreement, and giving details of the specific
actions, measures and policies designed to facilitate the achievement of the objectives of the
ESMF, along with the procedural and institutional measures needed to implement such actions,
measures and policies, as such ESMP may be amended from time to time with the prior written
agreement of the Association.
8. “Fiscal Year” and “FY” each means each fiscal year of the Recipient and of the Project Implementing Entity, commencing on July 1 and ending on June 30 of the subsequent year.
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1. INTRODUCTION AND OVERVIEW
The Workforce Development Authority WDA) has the fiduciary responsibility that all funds are
used for their intended and specified purpose. To this end, all funds are administered and supervised in accordance with due diligence to economy, efficiency and effectiveness, and compliance with the World Bank’s and GoR’s financial management policy and guidelines. This
chapter provides an overview of financial management requirements and process for the
Skills Development Project (SDP).
BUDGETING, ACCOUNTING AND DISBURSEMENT AT A GLANCE
The project has two sources of “income” from IDA and GoR:
IDA
GoR
(US$ 30.0 M)
(US$ 4.5 M)
Direct Payment
Supplier, Contractor, Consultant
Designated Account (USD)
in National Bank of Rwanda
Project Account (Frw) in
National Bank of Rwanda
Transactions paid in either USD or Frw for SDP activities including
sub-grants under SDF
The funds of the project can be utilized on only the “eligible expenditure” which are
defined somewhere later in this document.
An estimated annual budget on the basis of the Annual Work Plan (activity based budgeting) has to be prepared prior to commencement of each financial year. The budget
takes into consideration the Costing Framework and indicates costs by component to
determine each fund’s cash flow requirements.
WDA will receive disbursements from IDA Funds on the basis of incurred eligible
expenditures (transaction-based disbursements). In the beginning an initial advance
will be deposited into a Designated Account (DA) to expedite project implementation.
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FINANCIAL POLICY FRAMEWORK
2.1 FINANCIAL MANAGEMENT SYSTEM REQUIREMENTS
The World Bank’s operational policy for financial management requires the WDA to maintain
adequate financial management systems – including accounting, financial reporting, and auditing – to ensure that accurate and timely information can be provided regarding project resources and expenditures. The requirements set forth in this policy call for a financial management system that can deliver the following:
 Ensure all transactions and balances relating to the project are recorded correctly and
completely
 Ensure that funds are used only for their intended purposes in an efficient and economical way
 Ensure that funds are properly managed and flow smoothly, adequately, regularly, and
predictably in order to meet the objectives of the project
 Enable the preparation of accurate and timely financial reports to provide the World
Bank with information it needs to meet its fiduciary responsibilities
 Enable management to monitor the efficient implementation of the project
 Safeguard the project assets and resources
The policy will be aligned to the national systems where possible and to this effect; the Financial Statements will be prepared in accordance with the following policies, which are been
applied consistently in all material aspects, unless otherwise indicated. However, where appropriate and meaningful, additional information will be disclosed to enhance the usefulness
of the Financial Statements and to comply with the requirements of Article 70 of the Organic
Law on State Finances and Property: Law No. 37/2006 of 12 September 2006 and Ministerial
Order N°002/07 of 9 February 2007 relating to Financial Regulations. The Financial Statements will be prepared on a modified cash basis of accounting, except where stated otherwise. In the context of Ministerial Order N°002/07 of 9 February 2007 relating to Financial
Regulations the modified cash basis of accounting means financial transactions which are recognized in the books of account as follows:
1 Generally, transactions are recognized only at the time the associated cash flows take
place;
2 The expenditure on acquisition of fixed assets is not capitalized. Thus fixed assets are written off on acquisition and the wear and tear (depreciation) of those assets is not recorded
in the books of account; and
3 Prepaid expenditure/advances are written-off during the period of disbursement.
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The recognized “modification” is as follows:
1 Invoices for goods and services which are outstanding on the date of the closure of the
fiscal year are recognized as liabilities for that specific fiscal year;
2 Loans and advances are recognized as assets/liabilities at the time of disbursement and
related interest is recognized only when disbursed. Interest payable on public debt is accrued; and
3 Book balances denominated in foreign currencies are converted into the Rwanda Francs
at rates of exchange ruling on that date issued by the National bank of Rwanda. The associated exchange losses are recorded as recurrent expenditure while the exchange gains
are recorded as recurrent revenue.
The implementing institution (WDA) will continue to use the Integrated Financial Management Information System (IFMS) which is acceptable to the World Bank and has been used by
the Government of Rwanda as financial management information system in Public sector financial management.
The policy framework will endevaour to achieve a sound financial management system as illustrated below and taking into consideration the provisions of the subsidiary agreements:
2.1.1 Subsidiary Agreement
1) To facilitate the carrying out of the Project, the Recipient (GoR) shall make the
proceeds of the Financing available to the Project Implementing Entity (WDA) under a
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subsidiary agreement between the Recipient and the Project Implementing Entity, under terms and conditions approved by the Association (World bank), which shall include providing the Financing to the Project Implementing Entity on a grant basis
(“Subsidiary Agreement”).
2) The Recipient shall exercise its rights under the Subsidiary Agreement in such manner
as to protect the interests of the Recipient and the Association and to accomplish the
purposes of the Financing. Except as the Association shall otherwise agree, the Recipient shall not assign, amend, abrogate or waive the Subsidiary Agreement or any of
its provisions.
2.1.2 Anti-Corruption
The Project Implementing Entity (the WDA) shall ensure that the Project are carried out in accordance with the provisions of the Anti-Corruption Guidelines.
2.2 FINANCIAL REPORTS, AUDITS AND CONTROLS
2.2.1 Financial Reports
The SDP will submit to the World Bank quarterly unaudited interim financial reports (IFR) by
adopting the formats and contents acceptable to the World Bank. The IFR have been harmonized with the GoR’s reporting format, agreed with IDA and will include the following content:
 A Statement of Revenue and Expenditure,
 A Statement of Financial Position (or financial assets and liabilities),
 Uses of funds by activities,
 Designated account reconciliation statement,
 Accounting policies and explanatory notes adopted by WDA.
At the end of each quarter;
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WDA Senior accountant will print the accounting ledgers for editing and review,
(S)He will ensure the accuracy and completeness of the skills development fund
transactions
(S)He shall then within 2 weeks proceed to prepare the IFR with the above mentioned
contents;
(S)he shall then submit it for review by Director of Finance and signature/approval by
Director General as the responsible budget officer.
The WDA finance Director will then ensure that the IFR is submitted to the World Bank
not later than 45 days after the end of each quarter period.
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The annual accounts for the projects will be produced within 3 months after the end of the
financial year and subjected to the audit process in 2.2.2 below.
 Particular Reporting Requirements
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not later than October 31, 2013 or any other date agreed with the Bank prepare or
cause to be prepared a report containing information on the evaluation of the Skills
Development Facility (SDF), including its internal and external efficiency as well as recommendations pertaining to the improvement of the SDF’s performance.
no later than December 31, 2013 or any other date agreed with the Bank carry out
jointly with the Bank, a Mid-Term Review of the progress made in carrying out the
Project; the Mid-Term Review shall assess, inter alia:
i. the overall progress made during the implementation of the Project;
ii. the results of the monitoring and evaluation activities; and
iii. the report on the SDF;
Not later than sixty days after the completion of the Mid-Term Review, commence the
implementation of the recommendations of the Mid-Term Review as agreed with the
Bank.
2.2.2 Financial Audits
WDA will be responsible for the audit arrangements of IDA funds. Adequate audit arrangements will be put in place within three months after project effectiveness and subsequent
years of effectiveness. The audits will be carried out by the Auditor General for state finances in
the case Rwanda NPTC, or outsourced to an independent external auditor as agreed with IDA. Where
the audit is conducted by an auditor other than the Supreme Audit Institution the recruitment of such
an auditor MUST be done under the oversight of the Supreme Audit Institution to whom the auditor
so appointed will address his opinion and submit his report and copy to the Bank. Where an audit is to
be conducted by an auditor other than the OAG:
The WDA FM will, a month before the year-end (30th June) submit its draft TORs defining the scope of
the audit mission, an audit planning schedule and a shortlist of to the OAG with copy to the bank for
Non Objection;
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Once the Non objection has been obtained, the WDA FM will hand over the same documentation together with any other directive to the procurement team to proceed
with the recruitment process;
The procurement specialist will observe the necessary procurement rules in the recruitment process;
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The WDA FM manager will ensure adequate planning to have the audit process run in
good time;
(S)He will ensure that all the necessary documents are availed to the auditors;
(S)He will ensure the audit is concluded timely and that matters arising from the audit
have been duly discussed and agreed with the Directors of Finance and FMS before
they are included in the audit report with the sole objective of appreciate the reported
inadequacy and the necessary remedies;
(S)He will ensure that the audit opinion including a management report will are addressed to the auditor General and copied to IDA within six months following the end
of each financial year.
(S)He will prepare an action plan to address the comments and include target deadline
dates for the implementation of the agreed remedies.
2.2.3 Internal Controls and Internal Audit
Internal Controls
The implementing institutions’ internal controls are documented in the financial instructions
developed alongside the Organic Budget Law issued by MINECOFIN in 2007. These constitute
basic principles designed to ensure that the accounting records are complete, relevant and
reliable and that accounting practices are followed consistently. They will be used by:
(i) IDA to assess the acceptability of the accounting, reporting and Internal Control Systems
under the implementing institutions;
(ii) Staff as a reference manual; and
(iii) By the auditors to assess their accounting systems and controls and in designing specific
audit procedures.
Internal Audit
WDA has internal audit function. The internal auditor will integrate in his annual plan depending on the risk level a review of the funding of Skills Development Project. The audit will be
carried out in accordance with internationally accepted auditing standards. The internal auditors will conduct reviews which will include ex post verification of expenditure eligibility, as
well as physical inspection of works and goods acquired during its implementation. The findings and recommendations of the Internal Auditors will be used by the Skills Development
Project to improve its implementation in areas related to financial management and procurement.
Internal audits will be carried out in accordance with the Internal Audit Charter published in
June 2008, which lays down internationally accepted audit standards. Audits are performed
on the basis of an Overall Work Plan (OWP).
With respect to the project the most relevant risks are operational and include the following:
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Internal control deficiencies.
Weaknesses in the accounting procedures.
Weaknesses in the financial management procedures.
Weaknesses in the management of the assets of the project.
Litigation risks – the risk that disputes with contractors would result in litigation.
Dependency on third parties or outsourcing for the performance of the activities of the
project. The risk that the third party may fail to perform as contracted.
Risk of bureaucracy associated with organisational structures and procedures resulting in
delays to execute the project activities.
Fraud risk.
Contractual risks – associated with the design and provisions of contracts with third parties.
Statutory risks – associated with non-compliance with certain laws statutory provisions.
Staffing risks – failure to perform project activities arising from inadequate staff numbers,
deficiency of relevant skills and mismatch between degree of responsibility and rewards.
The internal auditor would also perform “value for money” audits to provide assurance
on whether the financial resources of the project are being managed with economy and
efficiency.
The internal auditor should also follow-up the implementation of the agreed actions between
management of the implementing institutions and the external auditors. Any non-compliance
thereof should be included in the routine internal audit report.
To prevent duplication of resources and effort the internal auditor should work in liaison with
the auditors from the offices of the Auditor General who are mostly to perform the “compliance” and “value for money” audits of the project activities.
2.3 PROJECT COST AND FINANCING
This is a Specific Investment Lending project through an IDA Credit.
Project Cost and Financing (US$ million)
Project Components
1. Delivery of Quality and Relevant VT
2. TVET System Strengthening
3. Rapid Skills Delivery
Total Project Costs
Project cost*
IDA Financing
% IDA
Financing
23.6
3.3
7.6
34.5
19.1
3.3
7.6
30.0
81%
100%
100%
87%
* Including physical and price contingencies, estimated at 10% of projected costs
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2.4 ELIGIBLE EXPENDITURES
The funds of the project shall be utilized on only the “eligible expenditure”. This means expenditure incurred exclusively in relation with the approved activities of the project, which
have been specified as follows:
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Delivery of Quality and Relevant Vocational Training.
TVET System Strengthening
Rapid Skills Delivery
The tables in chapter 5 dealing with Disbursement specify the categories of Eligible Expenditures, the allocations of the amounts of the Financing to each Category, and the percentage
of expenditures to be financed for Eligible Expenditures in each Category.
For Component 3 (Rapid Skills Delivery / Skills Development Facility) the eligible and noneligible expenditures are listed in the table below:
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Operational
Infrastructure
Goods
Services
Eligible
Consulting services (national and international)
 Salaries for existing
training or teaching
Master trainers to upgrade trainers or deliver programmes
staff
Trainers to deliver training programme
Insurance for trainees
Local labour market studies
Tracer studies
Training materials
Workshop materials
Workshop consumables
Equipment
 Minor refurbishing of immediate training facilities (Ceil-  New construction
ing for minor rehabilitation is 10% of the Sub-Grant)
or major rehabilitation
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Administrative overhead
 Salaries for existing
staff
Vehicle rental or repair (5% of the Sub-Grant)
 New vehicles
Rental of training premises
Internal travel for training purposes (e.g. enterprise visits)staff and students
 Training abroad only in exceptional circumstances (where
costs are lower than organizing domestic training)
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2.5 STAFFING AND ASSIGNMENTS OF AUTHORITY AND RESPONSIBILITIES
Staffing arrangements
The WDA Finance Unit is responsible for all financial management issues of the project. The
WDA Director of Finance will maintain the overall responsibility over the SDP’s finance team.
The Senior Accountant of WDA, apart from the preparation of the WDA financial reports, will
also be in charge of the financial reports of the project. The SDP Finance Officer will be in
charge of the daily accounting routine of the project. The SDF Financial Specialist will be primarily dedicated to implementing the financial management aspects of component 3 and will
be based in the Finance Unit.
The structure & hierarchy of WDA Finance Unit
The key staff members identified to support the implementation arrangements that will account for the SDP funds and SDF Sub-funds will include: The Director General of WDA or his delegate
 The Director PMPU
 The Project Manager SDP
 The Finance Director of WDA;
 The Manager SDF
 The Finance Specialist of SDF.
 The Senior Accountant WDA
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The Finance Officer and Procurement Specialist of SDP
3. FINANCIAL PLANNING AND BUDGETING
Project’s financial period corresponds to the GoR fiscal year which runs from July 1 and ending on June 30 of the next year. Prior to commencement of each financial year the Project has
to prepare an estimated annual budget on the basis of the Annual Work Plan and the Costing
Framework. The estimated budget should indicate costs by components.
The annual budget determines each fund’s cash flow requirements (Contribution of World
bank and contribution of GOR), and provides the necessary information to estimate the necessary disbursements to the designated and the project account.
The estimated annual budget has to be further broken down into quarterly cash flows which
allow determining the timing of necessary disbursements and withdraws to and from special
accounts.
3.1 Budgeting Arrangements
Budget arrangements will be adapted as documented in the Government of Rwanda Manuals
issued alongside the Organic Budget Law: the legal/accounting framework developed as part
of the PFM reforms. The procedures documented therein will describe the roles and responsibilities of the WDA and PMPU in the budgeting process, the timing of the preparation of annual budgets, budget revision, and approval mechanisms. Budget variance analysis will be
conducted to ensure budget variances are adequately addressed by project management in
timely manner.
3.2 Expenditure budgeting
The annual accounts will be prepared in accordance with the Cash Basis International Public
Sector Accounting Standards (IPSAS) issued by IFAC and where appropriate disclosures have
been made to ensure compliance with the requirements of Article 70 of the Organic Law on
State Finances and Property: Law No. 37/2006 of 12 September 2006 and Ministerial Order
N°002/07 of 9 February 2007 relating to Financial Regulations.
3.3 Budgeting process
The process would encompass the following steps:
i.
Determining the objectives and goals of the project for the year being budgeted
The objectives and goals of the project are clearly defined in the Project Appraisal
Document (PAD) and other documents.
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ii.
Determining the various project activities to be performed so as to achieve the objectives and goals.
The project activities will be defined for each individual component of the SDP in the
Annual Work Plan (AWP). The activities should be detailed for each individual component of the SDP.
iii.
Determining the financial resources that are required to finance those activities
In cooperation with the Project manager it will be the responsibility of the procurement and finance personnel to verify and assign all necessary financial resources.
iv.
Review and approval of the draft budget for the project by the respective ministry.
The project manager and FMS would present the draft for approval. To whom?
Through monthly review of the budget variances necessary revisions would be identified. During a mid-year review there should be forecasts reflecting the expected expenditure for the year.
After receiving the first budget call circular from MINECOFIN, all relevant units implementing the project will prepare a draft annual action plan in line with the set the objectives for the particular financial year;
Project Manager will consolidate these individual units action plan into one document
to be submitted for approval.
Project Manager will submit the consolidated WDA action plan the Director PMPU;
An internal budget committee chaired by the Director PMPU and whose members will
include the SDP Manager, SDF Manager, Director of Finance, and the SDF Finance
Management Specialist, will review the budget for finalization of each annual action
plan.
On the recommendation of WDA management, the finalized budget annual action
plan will be submitted for approval to the WDA Board of Directors, and to IDA for Non
Objection. The SDP Procurement Specialist will prepare the Procurement plan matching it with the action plan for approval by the WDA management and No Objection by
IDA.
The cash flow plan/disbursement arrangement to implement the procurement plan
will be prepared by SDP finance officer, reviewed by WDA Director of Finance for the
approval by the World Bank. The cash-flow plans will be prepared basing on the approved procurement plan.
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4. Accounting policies, procedures, controls and information systems
This section provides an overview of the SDP’s accounting policies, systems and accounts
structure. Accounting policies are broad-based assumptions that form the basis for preparation of financial statements and include specific principles, bases, conventions, rules and practices adopted.
4.1 Accounting system and arrangement
The project is required to maintain an accounting system which can record and report on all
commitments and expenditures, and comply with the terms of the Financing Agreement. This
includes both project recurrent and capital expenditures financed by the World Bank and the
GoR.
The WDA Director of Finance, Senior Accountant together with the Project Finance Officer
and SDF Financial Specialist will be responsible for setting up and maintaining the project
accounts, preparation and submission of the withdrawal applications and reports.
Adequate books of accounts which shall include ledgers, journals, cash books, assets registers
(consumable inventories and fixed assets) suppliers and accounts receivable books will be
maintained by the Finance Officer of SDP with the supervision of the Senior Accountant who
is in charge of the overall financial reporting. The accounting system described in the GoR
Financial Management Manual developed alongside the Organic Law on state finances and
property issued by MINECOFIN in 2007 will be used to track, record, analyse and summarize
the SDP’s financial transactions. The projects’ accounts will be prepared on a modified cash
basis in accordance with International Public Sector Accounting Standards (IPSAS), the credit
agreement, and the laws and regulations in Rwanda. The accounting systems will allow for
the proper recording of the project’s financial transactions, including the allocation of expenditures in accordance with its components, disbursement categories, and sources of
funds.
Appropriate controls over the preparation and approval of transactions are in place to ensure
that all transactions are correctly made, recorded, and reported upon.
4.2 Chart of accounts
The recording of transactions will be done using the GoR chart of accounts. Primarily, the
chart is designed to address the various financial reporting requirements of the stakeholders
in the project. At a minimum the stakeholders require the following information:
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The financial contribution of the bank and GoR to the project (Source of funds)
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The expenditure incurred from the funds of the bank and GoR on each component and
sub-component of the project.
Project activities within each component
Categories of Expenditure, as outlined in the table at chapter 5 Disbursement.
4.2.1 Bank accounts
WDA will open at the National Bank of Rwanda a designated account (DA) for IDA’s disbursement (US$) and one Project Account (Frw) for GoR disbursements. The bank account shall
have authorized signatories in sufficient numbers and categories to prevent possibility of operational shortfalls due to absence of one or more signatories, and to ensure sufficient internal controls over the financial resources of the project.
Two signatories are required for any cheque. Details pertaining to opened bank accounts and
associated signatories will be documented in the disbursement letter.
The bank signatories for GoR project account shall be:
1. Director General of WDA or his/her official delegatee
2. Director of Finance
3. Project Manager SDP
The bank signatories for the IDA designated account shall be:
1. Director General of WDA or his/her official delegatee
2. Director of Finance
3. Project Manager SDP
4.2.2 Reconciliation of bank accounts
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At regular intervals not exceeding one month, the accountants at WDA, MINECOFIN
shall obtain statements of account for each bank account. The intervals may be reviewed for internal management purposes depending on the volume of transactions
provided that the FMS keeps abreast with the state of affairs of the bank accounts.
The accountants shall promptly reconcile each of the bank accounts by matching each
transaction thereon with the corresponding record in the respective cash books.
All entries in the bank statements not supported by the established prior internal authorisation must be promptly reported to the Director of Finance.
As part of compliance with month-end procedures, the accountants shall prepare a reconciliation statement for each bank account.
This statement shall be submitted to the FMS for review and approval by no later than
the 10th working day of the month following the month being reconciled.
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The reconciliation statement should explain the nature and substance of all the reconciling items. The approved reconciliation statements should be filed pending the annual financial audit.
4.2.3 Custody of accounting records
By default accounting records contain sensitive and confidential information. Consequently,
the records must be in the custody of only those persons who are directly involved in the
finance and accounting responsibilities. Other persons may access the records only with the
prior authorization of the FMS and/or the Directors of Finance.
The accounting records must be properly and secured kept in order protecting them from
accidental or malicious damage. The FMS has the responsibility to enforce this regulation.
Records shall never be destroyed before being audited by GoR’s Auditor General and the independent external auditors, and a specific written authorization has been obtained from
GoR and the donors to do so.
4.3 Accounting for transactions (goods, works and services
procured -Contract Management)
Prior to making any payments the Procurement Specialist must ensure that goods, works
and/or services, have been appropriately procured and delivered by contractors/suppliers. To
this effect, the Procurement Specialist must ensure that:
• Quotations and contracts negotiated with contractors/services provider have been duly approved
• Purchase Orders (POs) have been generated and issued to suppliers of goods
• Details of quotations and contracts have been entered onto the project’s filling system
• Amounts totaling the quotations and contracts have been committed.
4.3.1 Delivery of works
Payments for works are normally made in stages, unless the work is very small such as minor
repairs etc., the construction plan and the contract will have clearly stipulated various stages
at which payments can be made. This could for instance be a certain percentage of the works
item being complete. The contractor also issues a certificate of works at each interval.
Projects implementers must carefully compare the certificate of works with the construction
plan and the contract. Also physical inspection of the works item must be carried out in order
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tions before they request the contractor to provide an invoice/certificate of payment relating
to the completed stage of the construction activity.
4.3.2 Delivery of goods
Payments for less expensive, goods are made only after all goods have been delivered according to specifications. On receiving goods and equipment from suppliers, they must immediately be verified by the Project Manager and/or assigned members of the PMPU. The
Project Manager must immediately notify the supplier of any irregularities (e.g. defects). If
there are no irregularities, the receiving officer must sign the Goods Received Note (GRN) or
the Delivery Note (DN) and retain one copy. Also the supplier’s invoice must be carefully
compared to the PO and the GRN/DN to verify that: the amount is correct; and goods received match with the description on the documents.
Payments for expensive, technically demanding goods are normally made in stages. Such a
supply contract typically indicates the stages at which payments can be effected. After a
down payment (against performance guarantee) this is normally linked to the test at the factory, delivery of goods at final destination, installation of systems, after sales service, etc.
4.3.3 Delivery of services
Payments for services are also phased. A services contract typically indicates the stages at
which payments can be effected. This is normally linked to the delivery of specific outputs
such as reports, training and installation of systems etc.
4.3.4 Actual payments
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All invoices for payments for all transactions are received at the reception/secretariat by
the receptionist/secretary
S(H)e will record them in a couriers register and hand them over the Director General
WDA;
The DG will orient the courier to the responsible departments for processing;
Invoices for payments will be signed off from the register by the DAF and assigned to the
various accountants for processing,
The accountants will be responsible for ensuring that all relevant support documents or
copies thereof for the payments have been obtained from the relevant department
The DAF MUST ensure that the movement of invoices/payment documents are registered
to maintain an audit trail and to track processing lead time
The DAF of finance together with the accountant will ensure relevant approvals have
been obtained from the responsible departments notably inspection for works and services;
The DAF of will then undertake a review to ensure all the authorization and approval procedures have been obtained before the cheque process can proceed;
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The cheque will then be submitted together with the support document for signature;
The DAF will organize to ensure that a cheque register is maintained to keep track of
movement of all cheques
The DAF will organize to ensure that an appropriate voucher numbering system exist and
preferably if these are system generated (from IFMIS) to help in the filing process.
4.4 Petty Cash System
i. Petty cash operations
As WDA possesses the petty cash, the SDP will also possess a petty cash account in Rwandan
Francs in order to facilitate payment of minor expenses. Like in any public institution, the ceiling of petty cash of SDP will be fixed at Frw 100,000. The petty cash will be used for payment
below or equal to Frw 20,000.
The Finance Officer of SDP will manage the petty cash. The petty cash is kept in small locked
safe. The Finance Officer will be responsible for the money received. Any misuse of the petty
cash constitutes a serious offence. The Finance Officer will keep a petty cash book in which
all movements of the petty cash will be recorded. A pre-numbered cash release vouchers are
used in order to justify the release of the funds.
The cash ledger contains the following details:
1.
Date
2.
Number of the release voucher
3.
Description of the transaction
4.
Amount received /paid
ii.
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
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

Replenishment of the petty cash
In order to replenish the petty cash, the finance officer establishes a requisition voucher
which must be accompanied by supporting records on the utilization of the previous
money supplied.
The requisition is submitted to the Director of Finance who verifies and signs it as a proof
of approval of the supply.
Following the approval, the Finance officer establishes a cheque and forwards it to the
Director of Finance and to the Project Manager for Signature.
Following the receipt of the funds, the finance officer records the operation in his/her
petty cash book
The Senior Accountant carries out unexpected controls of the petty cash, at least once a
month. These controls are recorded on the Petty Cash Certificate Form (see GoR financial
Manual).
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At the end of each month, the finance officer closes the operations of the petty cash
book and forwards the statements to Senior Accountant for verification and imputation.
iii.
Payments
 Any requisition of funds is addressed to the Project Manager and Director of Finance by
the means of a cash voucher which clearly specifies the reason and the cost of the expenditure.
 The cash voucher is approved and returned to the Finance Officer for payment. The beneficiary signs to acknowledge the reception of the money.
 The amount of money paid from petty cash in advance must be justified within a deadline
of 48 hours from the date of payment. The amounts that are not justified must be reported to the Director of Finance who will take appropriated measures.
 Following the expenditure, the requisitioning officer submits the original documents justifying the expenditure as well as the remaining balance, to the Finance Officer. The
finance officer fills the release voucher in duplicates by indicating the details of the
amount. The balance must be indicated in the cash voucher.
 In case of any anomaly noted in the cash box, the Senior Accountant refers the matter, in
writing, to the Director of Finance, with a copy to the SDP Manager and Director General
of WDA.
5. DISBURSEMENT

Users of this manual are required to review the World Bank Disbursement
Guidelines for Projects (Loan Department May 1, 2006).
http://siteresources.worldbank.org/PROJECTS/Resources/DisGuideEng.pdf
5.1 Purpose
The purpose of the Disbursement Guidelines is to set out the Bank’s procedures for
disbursement of loan proceeds for projects. Specifically, the Guidelines explain
a) the different methods used by the Bank to disburse loan proceeds,
b) the requirements for withdrawal from the Loan Account,
c) the types of supporting documentation that the borrower may be required to provide
to demonstrate the use of loan proceeds for eligible expenditures,
d) the criteria for establishing designated accounts,
e) the terms and conditions applicable to advances,
f) the types of actions that the Bank may take if it determines that loan proceeds are not
needed or have been used for ineligible purposes, and
g) the consequence of refunds.
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5.2 Disbursement Procedures and guidelines
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WDA, the implementing institution, will receive disbursements from IDA Funds on the
basis of incurred eligible expenditures (transaction-based disbursements).
The Director of Finance will liaise with WB country office to have a client connection
account opened for he credit
Upon effectiveness of Credit agreement, The Director of Finance will prepare a withdrawal application for an initial advance as outlined in the disbursement letter; IDA will
be disbursed from the proceeds of the Credit and will be deposited into Designated Account (DA) operated by WDA to expedite project implementation.
The Director of Finance will prepare withdrawal application to replenish the designated
account on the basis of actual at least monthly) supported by Statements of Expenditures
(SOE).
The Director of Finance will ensure that for each replenishment a Designated account
reconciliation is prepared;
The Director of Finance will ensure no ineligible expenditures are made from the designated and/or operating bank accounts;
The Director of Finance will ensure that the designated account replenishment is done at
least on monthly for amounts prescribed in the disbursement letter or for any amount
within a three month period.
The project may be requested to refund to IDA amounts advanced to the designated account Director of Finance remains inactive for more than three months,.
The Director of Finance will also prepare withdrawal application for Direct payments in
the same way as those of replenishment but marking such a WA as for direct payments;
(S)He will ensure the relevant contracts for where to Direct payments are to be used have
been communicated to the IDA team leader for entering in the clinet connection system.
5.3 Supporting Documentation
Disbursements will be supported with:
(i) Statement of Expenditures (SOE) summarizing eligible expenditures paid during a stated
period for amounts below the SOE documentation threshold specified in the Disbursement
Letter; and
(ii) records evidencing eligible expenditures (e.g., copies of receipts, supplier invoices) for all
other amounts. In all cases, the WDA will be responsible for retaining the original documents
evidencing eligible expenditures and making them available for audit or inspection.
The project’s credit will be disbursed following the categories outlined in the table below.
IDA will reserve the right to suspend disbursement of the Funds if reporting requirements are
not complied with.
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Expenditure Categories and IDA allocation by expenditure category
(in US$ million)
Total expected
Amount Representing
Project expendiof Credit
% of
Category
tures incl.
Allocated total ExpendGoR contribution
itures
1. Goods, works, consulting services, nonconsulting services, training and operating
costs for Part A of the project (component
1)
2. Goods, consulting-services,
non-consulting services, training
and operating costs for part B of
the project (component 2)
3. Goods, works, consulting services,
non-consulting services,
training and operating costs for
subproject grants for Part C of the
project (component 3)
4. Goods, consulting-services,
non-consulting services, training
and operating costs for Part C of
the project (component 3)
Sum Component 1
Sum Component 2
Sum Component 3
5. Unallocated
Total
21.5
17.0
79%
3.0
3.0
100%
5.6
5.6
100%
1.4
1.4
100%
21.5
3.0
7.0
3.0
34.5
3.0
30.0
The following table illustrates the estimated disbursement schedule by year and
expenditure category:
Disbursement Schedule by Fiscal Year and Expenditure Category (US$ million)*
Expenditure Category
1. Delivery of quality and
relvant VT (Component 1)
2.
TVET
Systems
Development (Component
2)
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2011
2012
2013
2014
2015
2016
Total
0.5
11.0
4.8
1.2
1.0
0.7
19.1
0.1
1.2
0.4
0.5
0.4
0.8
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3. Rapid skills development
(component 3) – sub-grants
3. Rapid skills development
(component 3) – operation
of SDF
Total
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0.0
0.4
1.1
1.4
1.4
1.8
6.1
0.0
0.4
0.3
0.3
0.3
0.3
1.5
0.6
13.0
6.5
3.3
3.0
3.6
30.0
*Total disbursements per category differ from those in the previous table, since in this present
table the amount reserved for contingencies has been proportionally distributed over the four
expenditure categories. In the previous table, this amount is reflected as expenditure category
5.
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PART II: ROCUREMENT MANAGEMENT
1.
GENERAL
1.1
DEFINITION/GLOSSARY
See Public procurement user guide by the Rwanda Public Procurement Authority (RPPA).
1.2
PROCUREMENT LAWS THAT WILL GUIDE THE PROJECT
Skills Development Project (SDP) will be implemented based on existing laws and guidelines
of World Bank and those of Rwanda. In order to ensure that funds under the project are efficiently and transparently managed, it has been deemed necessary to develop procurement
procedures that will facilitate implementation of activities under the Skills Development
Project. The Skills Development Project shall be governed by:
 National Public Procurement Law N° 12/2007 of 27/03/2007 on public procurement;
 Ministerial Order N°001/08/10/Min Of 15/01/2008 Establishing Regulations on public
Procurement and Standard Bidding Documents;
 Law N° 63/2007 of 30/12/2007 establishing, determining the Organisations, Functioning
and Responsibilities of the Rwanda Public Procurement Authority;
 Code of Conduct for all staff handling procurement was recently approved - Ministerial
instruction Number 001/11/10/TC OF 24/1/2011 - establishing the professional code of
ethics governing public agents involved in public procurement, dated January 24, 2011
and can be downloaded from RPPA website; www.rppa.gov.rw
 Public Procurement User Guide Manual, dated November 2010
 World Bank Procurement Rules and Guidelines under IBRD and IDA Credits related to
Selection and Employment of Consultants as well as procurement of Goods, Services
and Non-Consulting Services, dated January 2011.
 Project Appraisal Document for Skills Development Project, dated March 3, 2011.
 Financing Agreement signed between the Government of Rwanda and the World Bank.
 The SDP Procurement Plan
However, whenever a conflict arises between National Procurement Procedures and World
Bank procedures, the donor procedures shall take precedence over national procedures.
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Details of the above mentioned Laws/procedures
www.worldbank.org and www.rppa.gov.rw
1.3
2.
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are
available
at:
PROCUREMENT GUIDING PRINCIPLES

Economy-giving WDA through Skills Development Project the best value for money,
with value being defined as more than just price, but quality assessment as well;

Efficiency-being simple and timely, practical and meeting the available budget and
professional capacity to achieve positive results devoid of any unnecessary delays in
project implementation;

Fairness- being impartial, consistent and reliable. Potential bidders should have a level
playing field;

Transparency-the application of procedures in a manner which is clear, easily accessible and predictable;

Accountability- bestowing a sense of responsibility to its users, making them accountable for their actions and/or inactions by enforcing established rules and procedures.
It is a process that supports the credibility of the procuring entity by serving as a deterrent to collusion and corrupt practices while serving as an inducement for institutional probity.
SCOPE OF PROCUREMENT
The implementation of the Project entails procurement of various types, but it mostly comprises:
a) Works construction & rehabilitation of old buildings in seven technical schools
b) Purchase of equipment for seven technical schools, installation and commissioning of
purchased equipment, maintenance and training
c) tender for printing
d) Goods (furniture, computer software, etc.)
e) Consulting services (i.e. technical assistance (TA), research studies, M&E, etc.)
f) training and workshops
3.
PROCUREMENT PLANNING
Project’s procurement planning is set out in an overall procurement plan, indicating the different procurement activities that need to be carried out and when they should take place.
This plan should cover the following:
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Defining the requirements and ascertaining the context of the tasks to be performed;
Selecting the most appropriate procurement method to use to ensure competition,
economy, and efficiency;
Determining whether Pre-qualification will be relevant so as to decide on the preparation and issuance of pre-qualification documents and its timing;
Determining whether and when pre-bid conference and site visits will be held;
Determining when public bid opening and evaluation will take place, etc;
Identifying the Projects team to use in managing the process from start to finish;
Estimate costs for the procurement activities;
Indicate reviews that will be required by the Procuring entity from the Bank.
When establishing time-lines it is important to allow adequate time to undertake the various tasks necessary to perform the procurement. Suppliers may
also require minimum delivery lead times.
Dependencies with other project tasks have to be considered (e.g. procurement of any equipment for schools necessitates that existing equipment has
to be evaluated and that a standard training equipment list (STEL) is available
which has to be produced by the Curriculum developers.
The Procurement Plan will be updated at least annually, or as required to reflect the actual
project implementation needs and improvements in institutional capacity. The Recipient as
well as contractors, suppliers, and consultants will observe the highest standards of ethics
during procurement and execution of contracts financed under this project. The project will
carry out implementation in accordance with the “Guidelines on Preventing and Combating
Fraud and Corruption in Projects Financed by IBRD Loans and IDA and Grants” dated October
15, 2006 (the Anti-Corruption Guidelines).”
4.
PROCUREMENT UNIT ROLES AND RESPONSIBILITIES
4.1
Rwanda Public Procurement Authority (RPPA)
The Rwanda Public Procurement Authority (RPPA) shall be charged with overseeing the implementation of the existing public procurement legislation and policy, training and monitoring. Therefore, no approvals shall be required from the RPPA.
4.2
WDA and Skills Development Project
WDA will be the main coordinating agency overseeing the implementation of the Project.
The project roles of WDA’s procurement unit will include:
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i.
ii.
iii.
iv.
v.
vi.
vii.
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To ensure that procurement procedures, procurement Law, Ministerial Orders, World
Bank Guidelines and other implementation guidelines are known by all Beneficiaries
that will benefit from the project funds;
Prepare procurement plans of approved programmes/activities and forward them to
the World Bank for final approval;
Prepare General Procurement Notice and its updates whenever it is required;
Prepare excellent procurement documents;
In collaboration technical experts, prepare and update annual project’s procurement
plan, prepare bidding documents, advertise in relevant media, participate in bid evaluations, award contracts and monitor the execution of contracts.
Prepare Terms of References (ToRs), Technical specifications and Bills of Quantities with
the assistance from technical staff;
Provide information on awarded contracts to the World Bank.
Internal Tender Committee
In addition to the procurement unit, there is a “Tender Committee" established by the Director General to assist the Procurement Unit, in the bid opening, evaluation and recommendation for award of procurement contracts.
The tender committee may seek the assistance from consultants. However, the consultant
shall not have any interest directly or indirectly in the tender concerned or have any relationship with Bidders if his/her services were sought after the bids had been opened.
The Skills Development Project shall benefit from the same Internal Tender Committee of
WDA. However, Procurement Specialist SDP shall be a permanent member of WDA’s Tender
committee. The structure and organisation of the Internal Tender Committee is determined
based on Ministerial order No 001/08/10/MIN of 16/01/2008 establishing regulations on
standards bidding documents (www.rppa.gov.rw).
4.4
SUPPORTING UNITS
Included here below are briefs of the roles for each of these units. Detailed descriptions of
these roles can be referenced in the Human resource section of this manual.
4.4.1 Technical Departments
The main role in procurement cycle of technical departments will be that of availing on time
the necessary input to adequately carry out the procurement of goods and services, including
consultants. As such, the key responsibility of the technical departments concerns providing
to the procurement unit the description of key activities to be included in the action plan,
technical specifications, and terms of reference, as well as contributing to evaluation
processes, contract management, and the certification of contract accomplishment.
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4.4.2. Legal Advisor
Ensure that used contracts are in compliance with template contracts provided by WB procedures (for ICB), and nationals documents of NCB and other simplified methods. Review all
the drafted contracts to ensure that WDA’s interests related to SDP are protected to avoid
any kind of loss or fraud
4.4.3. Chief Budget Manager



He will be the overall manager for SDP Manager and SDF Manager
He will be responsible for signing all project related documents tender notices, contracts etc
But he can delegate where and when necessary.
4.4.4. Internal Auditor

Appraise progressively the soundness, adequacy and application of the internal control systems;

Ascertain the extent to which the system of internal control ensures compliance with
the World Bank´s policies and procedures and Rwandan laws and regulations;

Ascertain that the system of internal control promotes the efficient and effective use
of resources;

Ascertain that the system of internal control operates to ensure that the assets of the
project are properly controlled and safeguarded from losses arising from fraud, irregularity or corruption;

Ascertain that there is an adequate internal control system to ensure the integrity and
reliability of financial and other information provided to the Workforce Development
Authority; and

Make follow-up on the implementation of the Auditor General’s Recommendations
assist external auditors during the project’s audit.
4.4.5 Internal Reviews
To strengthen internal controls, matters concerning SDP like contract signatures shall first be
verified/ reviewed by the SDP project manager in consultation with the Director of PMPU before they are transmitted to the Director General’s Office for signature.
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Matters related to SDF shall be verified by the SDF manager in consultation with the SDP
manager before they are transmitted to the Director General’s Office for signature. In this
mandate the SDP Manager will procedurally consult with the Director PMPU in the decisions
he arrives at and transmits to the Director General.
5. APPLICABLE PROCUREMENT GUIDELINES AND STANDARD DOCUMENTS
In line with the approved procurement methods the following guidelines and standard documents have to be used:




World Bank Procurement Rules and Guidelines under IBRD and IDA Credits related to
Selection and Employment of Consultants, under IBRD Loans and IDA Credits and
Grants by World Bank Borrowers. January 2011.
Procurement of Goods, works and Non-Consultants Services, under IBRD Loans and
IDA Credits and Grants by World Bank Borrowers, January 2011
WB Procurement Guidelines; Standard Bidding and Evaluation Templates can be accessed from: www.worldbank.org/procurewebsite.
National procurement regulations; SBDs, Procurement Laws and Evaluation Report
Templates are accessible at www.rppa.gov.rw website.
5.1 APPROVED PROCUREMENT METHODS FOR GOODS, WORKS AND
NON-CONSULTING SERVICES / PRIOR REVIEW THRESHOLDS
Overview on Thresholds for
GOODS, WORKS AND NON-CONSULTING SERVICES
Bidding Documents: The Bank’s Standard Bidding Documents, including Standard Bid Evaluation Form will be used for procurement of works and goods under International Competitive
Bidding (ICB).
National Bidding Documents acceptable to the Bank may be used for procurement of works
and goods under National Competitive Bidding (NCB) procedures.
PROCUREMENT
METHOD
Open Competitive
Bidding:
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WHEN TO BE USED
National Tendering
when adequate na-
CONDITIONS TO BE
FULFILLED
THRESHOLD
Minimum publication
30 days.
NCB Goods:
≥25,000 < 500,000
(WDA)
tional suppliers or conNCB: National
tractors are available
Competitive Bidding; within threshold
using national Standard Bidding Documents
International Tendering when above naICB: International tional tendering threCompetitive Bidding; shold
using World Bank’s
Standard Bidding
Documents
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Advertise in at least
one newspaper of
wide circulation & on
internet website,
where it is available
Advertise in media
that has sufficient circulation outside
Rwanda
Bidding documents
should be in English or
French - Minimum
Publication 45 days
NCB Works: < 5,
000,000 per contract
 Contract value is
low, off the shelf
goods and standard
specification works
Compare at least
three offers, technical
specifications and
drawings for works.
not to be used more
than once in 3 months
for the same item
minimum 3 working
days in which to respond
< 25,000 per contract
 An extension of the
contract for additional works/goods
to an existing contract awarded in accordance with procedures acceptable
to the Bank.
 For compatibility
purposes with existing equipment.
 The required
equipment is proprietary and obtain-
Negotiations may be
carried out
resulting contract
must be in writing
There is no ceiling
for single source.
Shopping
Direct Contracting
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ICB Goods:
≥500,000 per contract
ICB Works: ≥5,
000,000 per contract
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able only from one
source.
 The contractor responsible for a
process design requires the purchase
of critical items from
a particular supplier
as a condition of a
performance guarantee.
 In exceptional cases,
such as in response
to natural disasters.
Force Account
Community Participation
 Works difficult to
quantify
Use civil servant labour& public equipment
No threshold
 To be used for
community based
project. Community
projects for making
terraces, anti erosion trenches or
planting trees.
Communities to provide in kind services
e.g. labour, local materials etc.
No ceiling.
In the following methods and thresholds for various methods are explained in detail. For further and complete clarifications refer to applicable procurement guidelines and standard
documents.
5.1.1 Detailed Explanations
International Competitive Bidding
The following shall apply:
(a) The invitation to tender and the tender document shall be in English.
(b) The procuring entity shall advertise the invitation to tender in one or more national
and international newspapers of highest circulation or other publications such as UN
Development Business online and Client Connection website. Invitations to tenders
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(c)
(d)
(e)
(f)
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shall be run in papers that have sufficient circulation outside Rwanda to allow effective competition;
The period of time between advertisement and the deadline for submission of bids
shall not be less than forty five calendar days (45 days).
The technical requirements shall be compatible with requirements under Rwandan
Law and be based on international standards or standards widely used in international
trade;
A person submitting a tender may, in quoting prices or providing security, use a freely
convertible currency that is widely used in international trade and that the tender
documents specifically allow to be used; and any general and specific conditions to
which the contract will be subject must be of a kind generally used in international
trade.
Thresholds for International Competitive Bidding (goods) shall be US$500,000 and
above as specified in the approved project procurement plan.
Prior review by the Bank on goods tenders shall be required on the tender document,
evaluation report and on draft contract.
(h)
Prior review by the Bank on works tenders shall only be required if the contract
value is ≥ US$5, 000,000 (per contract), on the tender document, evaluation
report and on the draft contract.
National Competitive Bidding
National competitive bidding may be used for procurement of goods or works which by their
nature or scope, are unlikely to attract foreign competition due to:
(a)
(b)
(c)
(d)
(e)
contract values being small;
works are scattered geographically or spread over time;
works are labour intensive, or
the goods or works are available locally at prices below the international market
Thresholds for National Competitive Bidding (goods) shall be used for contracts that
are below US$500,000 as specified in the approved project procurement plan, except
for small contracts as determined under National Procedures that may be procured
through “Shopping” procedures.
(f) Prior review by the Bank on works tenders shall be identified by the World Bank on a
case by case basis.
(g) If foreign bidders wish to participate under these circumstances, they shall be allowed
to do so.
(h) Advertising is carried out in local papers and/or through electronic media.
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Shopping
(a) This is a procurement method based on comparing price quotations obtained from
several contractors.
(b) The procuring entity shall request quotations from as many suppliers or contractors as
practicable, but from at least three. Each supplier or contractor from whom a
quotation is requested for shall be informed whether any elements other than the
charges for the goods or services themselves, such as any applicable transportation
and insurance charges, customs duties and taxes, as specified in the Incoterms 2010
are to be included in the price.
(c) Request for quotations shall indicate the description and quantity of goods as well as
the desired delivery time and place.
(d) As a general rule, a qualified supplier who offers goods or materials that meet the
specifications at the lowest price shall be recommended for award of the contract.
Conditions for use of request for quotations
(1) The procuring entity may engage in procurement by means of a request for quotations
for the procurement of goods or works estimated to cost less than or equivalent of
US$25,000.
(2) The procuring entity shall not divide its procurement into separate contracts for the
purpose of invoking paragraph (1) of this article.
(3) This method may not be used more than once in three months for the same item.
Direct Contracting (please refer to paragraph 3.7 of the Guidelines for Procurement of
Goods, works and Non-Consultants Services, under IBRD Loans and IDA Credits and Grants
by World Bank Borrowers, January 2011)
The procuring entity may procure goods or works and services by soliciting price quotation
from a single qualified bidder.
The procuring entity may engage in direct contracting for procurement of goods or works estimated to cost less than 100,000Rwf or equivalent of around US$166.
Single-source procurement: please refer to paragraph 3.8 Selection and Employment of consultants, under IBRD Loans and IDA Credits & Grants by World Bank Borrowers, January 2011
Procurement from UN Agencies
There may be situations in which procurement from specialized agencies of the United National (UN), acting as suppliers, following their own procurement procedures, may be the
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most economical and efficient way of procuring small quantities of off-the shelf goods, primarily in the fields of education, health, and rural water supply and sanitation.
Force Account: please refer to paragraph 3.9 Procurement of Goods, Works, and Non consulting services, under IBRD Loans and IDA Credits & Grants by World Bank Borrowers.
APPROVED PROCUREMENT METHODS FOR CONSULTING SERVICES:
Overview on Thresholds for
SELECTION OF CONSULTANTS
Bidding Documents: World Bank’s Standard Request for Proposals (SRFP) and Sample Form of
Evaluation Report will be used for consultants’ contracts estimated to cost US$200,000 and
above.
National Bidding Documents acceptable to the Bank may be used for consultants contracts
estimated to cost less than US$200,000 equivalent per contract.
SELECTION
METHOD
WHEN TO BE USED
When competitive
process among shortlisted firms is used.
CONDITIONS TO BE
FULFILLED
THRESHOLD
Takes into account the Each contract equal
quality of the proposal to US$200,000 and
and the cost of servic- above
es in the selection of
the successful firm.
Assignments expected
to cost more than
US$300,000 shall be
advertised in UNDB
online and Client Connection website.
Quality-and CostBased Selection
(QCBS)
World Bank: Prior review on the Terms of
Reference, shortlist
report, RFP and technical evaluation report
Quality Based Selection Method (QBS)
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Appropriate for complex and highly specialized assignments for
which it is difficult to
define precise terms of
reference that consid-
Each contract equal
to US$200,000 and
above
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ers only the quality of
the proposal
report, RFP and technical evaluation report.
Least Cost Selection
(LCS)
Consultants’ Qualifications Selection
(CQS)
Appropriate for assignments of standard
or routine nature (audits, engineering designs of non-complex
works)
report, RFP and technical evaluation report.
Each contract equal
to US$200,000 and
above
shall be used for small
Assignments for which
the need for preparing
and evaluating competitive proposals is
not justified.
Each contract
whose value is ≤
USD 200,000
World Bank: prior review on the Terms of
Reference.
Selection of Individual Consultants
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These are employed
on assignments for
which (a) teams of
personnel are not required and (b) no additional outside professional support is required and (c) the experience and qualifications of the individual
Individual Consultants equal and above
(IC) will be selected on 100 000 US$ each
the basis of their qua- contract
lifications by comparison of CVs of at least
three candidates from
those expressing interest in the assignment or those approached directly by
(WDA)
are the paramount requirement.
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the Implementing
Agency
World Bank: There is
no ceiling but prior review will be required
for ≥USD100, 000 value contracts on the
Terms of Reference,
CVs and evaluation
report.
Single –Source Selection (SSS)
3.8
Appropriate if it
presents a clear advantage over competition
and it is to be used in
exceptional circumstances (a) for tasks
that represent a natural continuation of
previous work carried
out by the firm; (b) in
exceptional cases, such
as, in response to natural disasters and for
emergency situations
both declared by the
Procuring entity and
recognized by the
Bank; (c) for very small
assignments; or (d)
when only one firm is
qualified or has experience of exceptional
worth for the assignment
World Bank: In all such
cases, the Procuring
entity shall seek for No
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Objection from the
Bank on the TOR of the
assignment, a sufficiently detailed justification including the
rationale for singlesource selection instead of a competitive
selection process, and
the basis for recommending a particular
firm/individual consultant.
Note: Assignments whose contract value is estimated to be less than US$100 000 per contract,
the shortlist of consultants may comprise entirely national consultants in accordance with the
provisions of paragraph 2.7 of the Guidelines.
Detailed Explanation:
In the following methods and thresholds for various methods are explained in detail. For further and complete clarifications refer to applicable procurement guidelines and standard
documents:
Quality and Cost-Based Selection (QCBS), takes into account the quality of the proposal and
the cost of services in the selection of the successful firm.
Assignments expected to cost more than US$300,000 shall be advertised in UNDB online and
WDA’s website.
Prior review shall be sought from the Bank on the Terms of Reference, shortlist report and
RFP.
Quality Based Selection Method (QBS) is appropriate for complex and highly specialized assignments for which it is difficult to define precise terms of reference that considers only the
quality of the proposal.
Prior review shall be sought from the Bank on the Terms of Reference, shortlist report and
RFP.
Least Cost Selection (LCS) is appropriate for assignments of standard or routine nature (audits, engineering designs of non-complex works. Prior review shall be sought from the Bank
on the Terms of Reference, shortlist report and RFP.
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Consultants’ Qualifications Selection (CQS) shall be used for small assignments for which the
need for preparing and evaluating competitive proposals is not justified.
For contracts whose value is ≤ USD 200,000, this method may be more appropriate and prior
review will be required on the Terms of Reference, The rest are subject to post review. Refer
to the approved procurement plan.
Selection of Individual Consultants: These are employed on assignments for which (a) teams
of personnel are not required and (b) no additional outside professional support is required
and (c) the experience and qualifications of the individual are the paramount requirement.
There is no ceiling but prior review will be required for ≥USD100, 000 value contracts on the
Terms of Reference, CVs and evaluation report.
Single –Source Selection (SSS):Please refer to paragraph 3.8 This may be appropriate if it
presents a clear advantage over competition and it is to be used in exceptional circumstances(a) for tasks that represent a natural continuation of previous work carried out by the
firm; (b) in exceptional cases, such as, in response to natural disasters and for emergency situations both declared by the Procuring entity and recognized by the Bank; (c) for very small
assignments; or (d) when only one firm is qualified or has experience of exceptional worth for
the assignment. In all such cases, the Procuring entity shall seek for No Objection from the
Bank on the TOR of the assignment, a sufficiently detailed justification including the rationale
for single-source selection instead of a competitive selection process, and the basis for recommending a particular firm/individual consultant.
The above mentioned prior review thresholds may be re-visited annually and any revisions
based on the assessment of the implementing agencies capacity will be agreed upon with the
Borrower and included in an updated Procurement Plan.
5.2
Specific Procurement subjects
Training and Workshops: Detailed training plans and workshop activities will be developed
during project implementation and included in the project annual work plan and budget for
World Bank’s review and approval.
All repetitive procurement transactions are time consuming namely hiring workshop facilities,
accommodation for consultants, purchasing of office supplies, hiring transport facilities, food
for VTCs and therefore the use of framework agreements shall be appropriate in such circumstances.
Operating Costs: Incremental operating costs include expenditures for maintaining equipment and vehicles; fuel; office supplies; utilities; consumables; workshop venues and materials; and per diems, travel costs, and accommodation for staff when travelling on duty during
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implementation of this project, but excluding salaries of civil/public servants. Maintenance of
equipment, workshops and other materials like stationery shall go through procurement
process. However, travel per diem and accommodation related expenses are actually expenses and so shall not go through procurement process. Government regulation on upcountry allowances that caters for different categories of staff will be applied accordingly.
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Procurement by sub-grant beneficiaries of the Skills Development Facility
Sub-grant beneficiaries of the Skills Development Facility (SDF, Component 3) will use the allocated sub-grant to procure goods and services (including consultancy services). As sub-grant
amounts will not exceed US$ 100,000 per sub-grant beneficiary, simplified national procurement
procedures will be entirely applicable.
The Secretariat of the SDF, with the support of the SDP Procurement Specialist, will be responsible for ensuring adequate procurement capacity of the sub-grant beneficiaries, and for monitoring procurement activities that are carried out by the beneficiaries.
Sub Grants will follow similar procurement principles as in Community driven development
(CDD). Refer to Bank Selection and Employment of Consultants Guidelines, January 2011 paragraph 3.19 and these in national procedures.
Here below are the pertinent procurement principles that will apply for the SDF:

Bank policies and Guidelines apply to SDF sub-grants beneficiaries in the same way that they
do for any other project; however, their application has to be scaled to the project and the
capacity of the sub- grantees beneficiaries.

The procurement objectives of the Bank Guidelines are efficiency and cost effectiveness,
quality of goods and services, transparency, and competition among qualified suppliers. Procurement procedures developed for larger institutions do not always mesh well with the SDF
Sub-grants beneficiaries environment, where the transactions may be too frequent and small
to warrant the methods (and attendant costs) usually considered to be good practice for
larger, less frequent transactions.

SDP sub-grants beneficiaries should take local culture, norms, and capacity into account. Procedures should be kept simple, with a high degree of transparency and accountability.

Bank policies and Guidelines apply to SDF sub-grants beneficiaries in the same way that they
do for any other project; however, their application has to be scaled to the project and the
capacity of the sub- grantees beneficiaries.
The SDF Secretariat will be responsible for ensuring that procurement at sub-grants level is carried out in accordance with the credit agreement and the procurement schedule. The schedule
will include sub-grant procurement arrangements, including organisation, procedures, and review
thresholds. Procurement procedures for the SDF are further elaborated in Volume III of the Operations Manual.
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6.
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OTHER RULES AND REGULATIONS GOVERNING PROCUREMENT
PROCESSES

No artificial splitting to avoid procedures

The SDP Project shall not structure procurement as two or more procurements for the
purpose of avoiding the use of a procurement procedure.

Inappropriate influence on evaluations

No person who submitted a tender, proposal or quotation shall make any unsolicited
communications to the project staff or any person involved in the procurement proceedings that might reasonably be construed as an attempt to influence the evaluation and comparison of tenders, proposals or quotations; and

No person who is not officially involved in the evaluation and comparison of tenders,
proposals or quotations shall attempt, in any way, to influence the evaluation recommendations.

If the contractor’s agent contravenes with the above:

His company shall be disqualified from entering into a contract for the procurement;
or

If a contract has already been entered into with the company, the contract shall be
voidable at the option of the procuring entity.

The voiding of a contract by the procuring entity however does not limit any other legal remedy the procuring entity may have.
6.1
CORRUPTION

It is strictly forbidden to solicit from the procuring entity, to directly or indirectly offer
to any current or former officer or employee of the procuring entity a gratuity in any
form, an offer of employment or any other service or anything of value, such as an inducement with respect to any act or decision in connection with procurement proceedings.

The procuring entity may reject any bidder's offer where it discovers that the latter
has engaged in any corrupt or fraudulent practices while competing for a public procurement contract. It shall promptly notify this rejection to the concerned bidder.

Procurement officials in charge of requisitioning, planning, preparing and implementing procurement proceedings, and administering the execution of procurement contracts shall incur, in case of corruption or fraud or even complicity in such practices,
the highest disciplinary sanction as provided for under Rwandan law.
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COLLUSION
No person seeking a contract for procurement shall collude or attempt to collude with any
other person:

To make any proposed price higher than would otherwise have been the case;

To have that other person refrain from submitting a tender, proposal or withdraw or
change a tender, proposal or quotation; or

To submit a tender, proposal or quotation with a specified price or with any specified
inclusions or exclusions.
If a person contravenes with above, the following shall apply:

Both shall be disqualified from entering into a contract for the procurement; or

If a contract has already been entered into with either person referred to above, the
contract shall be avoidable at the option of the procuring entity.
The voiding of a contract by the procuring entity however, does not limit any other legal remedy the procuring entity may have.
6.3
CONFLICT OF INTEREST
It is prohibited for members of the tender committee or any other person involved in the procurement process to participate in the award of a tender in which the following persons are
involved:

His or her relative up to the second degree;

His or her former employer;

A person with whom they have a financial interest;

The bidder has an agreement with them or s/he is expecting employment or any other
benefit from the bidder.
A consultant who has been hired by a procuring entity to provide consulting services for the
implementation of a tender or a company affiliated to the consultant shall be disqualified
from subsequently providing goods, works or services or consultant services directly resulting
from or related to that tender. An employee or agent of the procuring entity or a member of
the Board of Directors or a member of the tender committee of the procuring entity who has
interest with respect to a procurement:

Shall not take part in the procurement proceedings and shall disclose interest to the
procuring entity; and
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Shall not, after a procurement contract has been entered into, take part in any decision relating to the contract execution.
Any person contravening the provisions relating to the conflict of interests described in the
above to the extent that a contract is awarded to the their relative or to another person in
whom they had a direct or direct pecuniary interest, shall have their contract be declared null
and void by the procuring entity. The annulment of the contract does not exclude other sanctions which may be imposed by the procuring entity.
6.4
CONFIDENTIALITY
(1)
During or after procurement proceedings, no employee of the procuring entity shall
disclose the following:

Information relating to a procurement whose disclosure would impede law enforcement or whose disclosure would not be in the public interest;

Information relating to a procurement whose disclosure would prejudice legitimate
commercial interest or inhibit fair competition;

Information relating to the evaluation, comparison or clarification of tenders, proposals or quotations; or

The content of someone’s bid.
(2) This section does not prevent the disclosure of information if any of the following apply:
6.5

The disclosure is for the purpose of law enforcement;

The disclosure is for the purpose of a review

The disclosure is pursuant to a court order.
AMENDMENT AND MODIFICATIONS TO CONTRACTS
Any amendment to a contract shall be effective only if: The amendment has been approved in writing by the Internal Tender Committee of the procuring entity/WDA management;
The total price of the amendment without prior review shall not be more than 20% of the total price of the original contract.
Above 20% shall require approval from the World Bank.
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CLARIFICATIONS AND CORRECTION OF ARITHMETIC ERRORS
The procuring entity may request a clarification of a tender to assist in the evaluation and
comparison of tenders.
A clarification shall not change the substance of the tender.
The procuring entity may correct an arithmetic error in a tender.
The procuring entity shall give prompt notice of the correction of an error to the person who
submitted the tender.
If the person who submitted the tender rejects the correction, the tender shall be rejected
and his bid security shall be forfeited.
6.7
TERMINATION OF PROCUREMENT PROCEEDINGS
(1)
A procuring entity may, at any time, terminate procurement proceedings without entering into a contract.
(2)
A procuring entity shall give prompt notice of termination to each person who submitted a tender, proposal or a quotation.
(3)
A procuring entity shall give its reasons for terminating the procurement proceedings.
(4)
If termination is done before bids are opened, a procuring entity shall return them unopened.
(5)
A procuring entity shall not compensate firms for the costs incurred.
6.8
FORMS OF COMMUNICATION
(1)
Communication between the procuring entity and bidders shall be in writing.
(2)
Electronic communications (emails) shall be used as a form of written communication.
6.8.1 Debriefing
In the publication of contract award, the borrower shall specify that any Consultant/bidder
who wishes to ascertain the grounds on which its’ proposal was not selected should request
an explanation from the borrower. The borrower shall promptly provide the explanation as
to why such proposal was not selected either in writing and/or in debriefing meeting at the
option of the consultant. The requesting Consultant shall bear all the costs of attending such a
debriefing.
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6.8.2 Dispute Resolution
(1)
A person may apply for a review of any conduct in the procurement proceedings with
respect to an alleged breach.
A request for review may not be made later than seven days after the procuring entity
was notified of the tender results.
A request for a review may not be made if a contract has already been entered into.
The request for review shall describe the alleged breach, citing specific provision
which is alleged to have been breached.
6.8.3 Suspension of proceedings, et.alia
(1)
Upon receiving a request for a review, the procuring entity shall suspend the procurement proceedings.
(2)
A suspension of procurement proceedings shall cease where:

The National Independent Review or the donor gives a written permission for the procurement proceedings to proceed on the basis that it is in the public interest that they
proceed without delay; or

The matter is resolved to the satisfaction of the person who requested for review.

A suspension of procurement proceedings shall continue until the procuring entity
makes its decision.

Bid validity period shall be extended to cater for the duration of the suspension.

The procuring entity shall give notice of the suspension of procurement proceedings
or the cessation of such a suspension to the Bank.
6.8.4 Decision by procuring entity
The decision given by the head of the procuring entity shall be in writing and shall set out reasons for the decision and the procuring entity shall ensure that a copy of the decision is given
to the person who requested for review.
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6.9
APPEAL OF PROCURING ENTITY DECISIONS
(1)
Decisions of procuring entities may be appealed to the National Independent Review
Panel.
(2)
The right to request for a review under this section is in addition to any other legal
remedy a person may have.
6.10
OTHER SPECIFIC CONSIDERATIONS
6.10.1 Record Keeping:
The implementing agency will be responsible for record keeping and filing of procurement
records for ease of retrieval of procurement information. In this respect, each contract shall
have its own file and should contain all documents on the procurement process in accordance
with the requirements and as described in the national procurement Law.
Procuring entity shall keep record of the procurement proceedings containing the following
information for a minimum period of five (5) years from the period of the award of tender
relating to works, goods or services:

Bidding documents

Bids

Bid opening and evaluation reports

Tender award notifications

Copies of contracts concluded between the procuring entity and the successful bidder

Certificate of completion

All correspondences between the procuring entity and the bidder;

Any other useful information like reports that are related to the tender
Filing Space and safety of procurement documentation has to be ensured through an assigned
office, not accessible for any unauthorized person and by properly locked cupboards. Only
one person preferably a senior person in the agency should keep that key.
6.10.2 Preparation of Technical Specifications
The Procuring entity shall prepare specific requirements relating to the goods, works or services being procured that are clear, that give a correct and complete description of what is to
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be procured and that allow for fair and open competition among those who may wish to participate in the procurement proceedings.
The technical requirements shall, where appropriate:

Relate to performance rather than to design or descriptive characteristics;

Be based on national, regional or international standards;

The technical requirements shall not refer to a particular trademark, name, patent,
design, type, producer or service provider or to a specific origin;

And the requirements allow equivalents to what is referred to.
6.10.3 Evaluation Criteria specified in the SBD/RFP
The tender document/RFP shall indicate the minimum requirements for an offer to be responsive and the following requirements shall apply:

The criteria must, to the extent possible, be objective and quantifiable; and

Other criteria other than price must be expressed clearly and applied, for purposes of
determining the lowest evaluated bid.

The procuring entity shall prepare an evaluation report containing a summary of the
evaluation and comparison of tenders. Decisions of the evaluation commission shall
be taken unanimously.
6.10.4 Post Qualification
Within the period of bid validity, the contract will be awarded to the successful bidder whose
bid has been determined to be substantially responsive to the bidding document, and is also
the lowest evaluated bidder, successfully post-qualified.
In the absence of prequalification, a post-qualification needs to be undertaken. Post qualification involves determination by the procuring entity that the bidder, supplier or contractor
submitting the lowest responsive evaluated bid, has the capability and the capacity to perform the contract. If this bidder fails to demonstrate the necessary experience and capability
to carry out the contract, the bid is rejected and the next lowest evaluated bidder is subject to
post qualification.
6.10.5 No-Objections/Prior Review stages
The following steps have to be reviewed and approved by the World Bank before contract
award and in accordance with prevailing thresholds.
Before bids are invited, draft bidding documents must be approved by the Bank.
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After reception of bids and evaluation and before award decision is made, the following shall
be forwarded to the Bank for approval:

Bids opening report,

Bids evaluation report,

Copies of received bids where possible,

Complete bidding documents

And such information as the Bank may request.
Who Requests for No Objection from the Bank
Since World Bank requires the use of PROCSY system, the Procurement Specialist of SDP shall
be the one who will be sending out requests for No Objections to the World Bank on behalf of
the Project/WDA. However, he/she will be required to first agree with management on the
contents of the letter/email.
Communication with the Bank
All communications with the Bank shall be in writing and more specifically by emails.
Signing of Project related correspondences
The Director General of WDA shall retain full signatory powers of procurement related contracts and may delegate as he finds necessary to the SDP Manager. In his absence, he can delegate signatory powers. However, Documents related to advertisements, notification letters
and other kinds of letters shall be signed by respective Managers i.e., SDP matters by SDP
Manager and SDF matters by SDF Manager, with a copy to the Director General and Director
of PMPU.
6.10.6 Post Review
It will be carried out in the course of supervision mission visits. During such missions, a selective post review of contracts awarded below the prevailing thresholds will be reviewed.
Reviews and audits related to contracts
The following shall apply in relation to procurement contracts:

RPPA may inspect, at any reasonable time, the records and accounts of the procuring
entity and contractor relating to the contract; and
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
The Auditor-General, may audit the accounts of the procuring entity and contractor
relating to the contract and the procuring entity;

Monitoring and evaluation of procurement performance will be carried out through
Bank supervision and post procurement review missions. These missions will be scheduled at least semi-annual supervision missions to carry out post review of procurement actions to be conducted.
7. PROCUREMENT BY SUB-GRANTS BENEFICIARIES OF THE SDF
According to the PAD sub grants beneficiaries will be selected along the following groups of
categories: Public training providers, government aided training providers, private training
providers (both for profit and for not profit), associations and cooperatives, NGOs and Enterprise. These organisations are supposed to have a certain structure in place; therefore, they
will need to observe a high level of accountability for the sub grants they will be managing.
It is the general policy of the Skills development Facility (SDF) that any recipient of sub-grants
is responsible for selecting vendors and making procurements for goods, small works and services. Sub-grantees will provide regular reports of all these activities to the SDP Procurement
Specialist, which specialist will cooperate and advice on any procurement matter.
Sub Grants will follow similar procurement principles as in Community Driven Development
(CDD). Refer to Bank Selection and Employment of Consultants Guidelines, January 2011 paragraph 3.19 and those in national procedures.
7.1 PROCUREMENT PRINCIPLES.
Although the high degree of variation among CDD approach precludes universally applicable
rules and procedures, some general principles and working procedures apply, vis:


Bank policies and Guidelines apply to SDF sub-grants beneficiaries in the same way
that they do for any other project; however, their application has to be scaled to the
project and the capacity of the sub-grants beneficiaries.
The procurement objectives of the Bank Guidelines are efficiency and cost effectiveness, quality of goods and services, transparency, and competition among qualified
suppliers. Procurement procedures developed for larger institutions do not always
mesh well with the SDF sub-grants beneficiaries’ environment where the transactions
may be too frequent and small to warrant the methods (and attendant costs) usually
considered to be good practice for larger, less frequent transactions.
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SDF sub-grants beneficiaries should take local culture, norms, and capacity into account. Procedures should be kept simple, with a high degree of transparency and accountability.
PROCUREMENT ARRANGEMENT
Every organisation that benefits from a sub-grant will have to describe how procurement of
the sub grant will be handled. If they do not have a tender committee in charge of procurement, such an arrangement will have to be put in place. Sub-grant beneficiaries will be required to report to the SDF secretariat how funds have been spent. This will be done in a format that SDP Procurement specialist will develop.
7.3
PROCUREMENT REVIEWS BY THE SDF SECRETARIAT
Prior review at the SDF Secretariat level will be applicable as follows:

Services
i/ Recruitment of a firm, each contract equal or above 50,000 US$
ii/ Recruitment of individual consultant each contract equal & above 30,000 US$
iii/ Direct contracting of all amounts.

Procurement of works/Goods/non consultant services:
i/ Each contract equal 100 000 US$
SDP Procurement specialist will conduct on an annual basis, a post procurement review of
sub-grants.
7.4
PROCUREMENT METHODS
Although international competitive bidding (ICB), national competitive bidding (NCB), and international shopping (IS) may be used by government and its agencies and their respective
project management units, they may seldom be used by SDF sub-grants beneficiaries. Procurement methods which will be used under current SDF are:
A. Goods and non consulting services.
Given that the size of contracts will be relatively small compared to those carried out at the
WDA level, simple methods will be applied under the sub-grant programme.
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Sub grants will mostly include a large number of small value contracts services. Commonly
used procurement procedures include shopping, local competitive bidding, direct contracting
for small value goods and non consulting services, and the use of community labour and resources.
(1) Shopping for goods (Up to $USD 25,000)
Under this procedure, quotations are solicited from at least three qualified suppliers on basis
of simplified documents. In order to enhance efficiency and remove the inherent risk of compromise, sub-grantees are advised to ensure that request for and submission of quotations
should be in writing. Quotations should be opened at the same time and to the extent possible in the presence of bidders.
(2) National Competitive bidding (NCB) document for works/goods/non-consulting services
($USD 25,000-100,000)
Sub-grants beneficiaries will often be interested in open competition in order to enhance
economy, perception of fairness and equal opportunity to suppliers and contractors. Open
tendering procedures should be limited to local advertising using such media as local newspaper or radio, posting notices at strategic places, circulating such notices or reading them
out in community meetings or other public gatherings. Here, sub-grants beneficiaries will be
required it is not mandatory to advertise in a newspaper of national circulation and bidding
documents are simpler. Target suppliers and contractors are often those within national
boundaries.
The request for bids spells out the works or goods required the criteria for selection, and the
deadline for submission of bids. Bids are opened in a public ceremony. The bids are evaluated
by a tender committee appointed by the sub-grants beneficiaries. Bids are examined to determine whether they meet the minimum specifications mentioned in the bidding documents
(experience, equipment, services offered, and delivery dates). Bids that meet the minimum
requirements specified in the bid invitation are retained for further evaluation and the bidder
who meets the minimum requirements and offers the lowest bid is selected. The award and
amount of the contract should be announced to all bidders.
(3) Direct contracting/ off the shelf purchases (No ceiling)
Direct contracting enables a supplier or a contractor to be chosen without applying the competitive method described above. This method is used when there is only one source available. Other justifications for direct contracting include the need to adopt a certain technology.
To the extent possible, the contract price agreed upon should be within national market rates
or established estimates as shown in a Unit cost database. Direct contracting should require
approval of the sub-grants beneficiaries’ tender committee in order to remove the inherent
risk of failure to justify the use of the method.
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Consultant Guidelines.
Bank’s consultants Guidelines apply to both individuals and firms. The three pillars of the selection process are competence, transparency of the process, and simplicity of the process.
Suitable and efficient selection processes should be designed keeping these principles in
mind.
7.5
TEMPLATE DOCUMENTS
Given the size of contracts and the nature of market involved, sub-grants beneficiaries will
use simplified templates. These will be developed by the SDP Procurement Specialist, and will
be attached to this operations manual as an annex. These templates will include:
i/ A simplified procurement plan, including items description, estimated cost, and selection/procurement method, estimated opening date etc….
This document will be part of sub-grant to be approved.
ii/ simple bidding documents including contracts.
iii/ simple bid opening minutes.
iv/ simple evaluation report.
v/ certificate of completion reports.
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PART III: HUMAN RESOURCE POLICIES AND PROCEDURES
1. INTRODUCTION
The Human resource policies and procedures have been developed to provide comprehensive
reference guidelines for WDA and project staff. They act as a tool that sets out to document
and establish Internal Rules and Regulations which when applied consistently will facilitate
the attainment of a high level of professionalism in the employees.
The policies and procedures shall be used as a guide in making day-to-day people decisions
and have been formulated in line with the Rwandan Labour Laws and best practice, management principles and values that require that the Internal Rules and Regulations should be
transparent, fair, objective, explainable and consistent.
1.1 FORMULATION AND APPROVAL
The HR policies and procedures have been formulated and documented in response to the
identified needs of WDA and shall apply to the SDP and other subsequent projects. The overall approach to their development takes into account the following factors:
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The Objective. A clear definition of the purpose, goal and intent of each of the Internal
Rules and Regulations.
Stakeholders’ Validation and Approval of the Policies. In the case of SDP the stakeholders include, WDA management, WDA Board of Directors and the World Bank. All the stake
holders shall give necessary approval for the policies and procedures. In particular case of
SDP the World Bank shall where necessary give a no objection, sought by WDA.
Exceptions. All exceptions to agreed and approved policy/ies and procedures may set
unwelcome precedents and undermine the authority of WDA and overall management of
projects. However, where exceptions are necessary, the policy shall clearly define management’s course of action for addressing the particular exceptions to the policy.
1.2 RECRUITMENT POLICY & PROCEDURES
WDA is committed to recruiting and hiring the right individuals capable of delivering on set
short and long-term strategies and objectives.
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Recruitment procedures will be followed without bias or favor but with respect to the national gender policy; the only criteria being competence and merit of candidates.
Staff will be recruited to reflect the diversity and needs of projects. These are staff that can
make a commitment to uphold WDA Core Values of:
 Integrity,
 Respect,
 Quality Service,
 Excellence
1.3 OBJECTIVES
WDA recruitment policy will ensure we recruit on an equal opportunity basis, Experienced
Professionals that are qualified and are capable of delivering our short and long-term strategic objectives and results.
1.4 RECRUITMENT PRINCIPLES
All the recruitment activities shall be conducted as per the defined policy considering statutory requirements. In addition personnel records shall be maintained in accordance with the
best practices.
A. Compliance to Local Legislation
WDA shall comply with the Labour Laws of Rwanda, the Constitution of the republic of
Rwanda, Rwandan Public Service Statute and other statutory requirements.
B. Equal Opportunity
WDA adheres to the policy of equal employment opportunity to all staff members and job
applicants, regardless of; gender, religion, color, political affiliation, origin, ethnicity or
race or family status. All recruitment activities including setting selection criteria and instructions to external recruitment agencies shall therefore be conducted without discrimination.
C. Employment of Expatriates
Where some skills are not available in Rwanda, WDA shall advertise a vacancy in the international press for a specific period. Further, WDA will facilitate the recruited experts to
obtain work permits.
D. Reputation as a Good Employer
WDA shall conduct all recruitment activities in a way that enhances its reputation as a
good employer, and as an institution that values the dignity of all those who wish to work
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with WDA. This means that WDA shall provide high quality, equitable and courteous
treatment to both successful and unsuccessful candidates including:
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Prompt acknowledgement of their application
Updates on the progress of their application (on request)
Fair consideration of their ability to do the job
Invitation for an interview, if they meet specified criteria. A clause “that only shortlisted candidates will be contacted” shall appear on the advert.
E. Long Term Potential
In recruitment and selection of candidates, a view shall be taken not only of their ability to
perform on the current vacant jobs but also of their potential to perform and grow into
future roles. To achieve this effectively, the recruitment process shall use the approved
WDA and project/s structure and job descriptions, which provide full details of the key responsibilities, qualifications and competency profile of each job in the structure.
F. Authority and Responsibility for Recruitment
Advertising of vacant posts under SDP shall be carried by WDA after a no objection has
been given by the World Bank to the terms of reference in accordance with the SDP structure and approved budget.WDA will have to seek for and obtain a no objection also to recruitment process. The recruitment process shall not be deemed complete until authorization/ no objection has been given by the World Bank.
The recruitment activity shall be undertaken through a partnership between relevant departments and the Head of Human Resources. It shall also be necessary to engage the expertise of external examiners. All recruitment interviews shall be carried out by a panel of
trained interviewers who must be, at least, one grade above the vacant position.
G. Recruitment
Vacancies shall normally be advertised in the public media with a wider circulation both
locally and internationally (for expatriates).This aims at encouraging competition and attracting a pool of candidates from which better selection can be made. Therefore external
recruitment shall remain a feature of the recruitment policy.
However to enhance individual personal and career development within the organisation
and to establish a broader base for selection, employees of WDA who have the requisite
qualifications and experience for the posts , will be free to apply and compete for those
post.
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H. Recruitment Methods
Where a decision to source candidates has been taken, a range of methods shall be used.
It is the responsibility of the DG with support from the Administration and Human Resource unit to advice on the appropriate method/option to use. The method shall also depend on the seniority of the position and the available budget. The following are the
range of methods available:
 Executive Search or Headhunt: This method may be used for the Project manager
(SDP) and Senior Management positions and jobs requiring scarce or specialist
skills. This will be done with approval from the World Bank.
 Recruitment Agencies: WDA may, where necessary, outsource part of or the entire recruitment process to preferred suppliers. The objective shall be to increase
the level of objectivity and reduce administrative costs. The recruitment activities
that can be out-sourced include advertising, screening, and initial, sitting-in interviews.
 Direct Advertising Search: WDA shall, where appropriate, advertise the position(s)
directly in the appropriate media. All applicants are to be screened by the Human
Resource Unit with interviews conducted internally by management of WDA and
external examiners where necessary. This method shall normally be used dominantly to fill positions under SDP.
 Other Methods include; Records maintained by HR unit where applicants who
were successful in previous interviews may be maintained on the reserve list and
may be called for the job offer in case same post they competed for falls vacant
due to the first ranked candidate failure to take it up or his/her resignation. This is
economical in that the cost of repeating the whole recruitment process is avoided.
I. Preparation
i. Justifying the need for the Recruitment
Appointments of staff in WDA and its projects shall be based on the approved
structures to fill vacant posts. However at times it may be deemed necessary to
appoint some personnel to positions outside the established structure to perform
some duties in some departments of WDA or in Projects so as to achieve certain
objectives that are in line with WDA’s mandate. Under such circumstances the
Head of department or any other person who wishes to make such appointment
will have to justify in writing why the appointment should be made to the Director
General. The request for the appointment shall be made in writing and shall include answers to the following questions:
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Can the workload of the proposed position be redesigned or re-allocated to
another position?
Is there an opportunity to delegate more responsibility to extend the scope of
another team member’s job?
Are there more effective ways of doing the work e.g. external outsourcing?
Is there an opportunity to introduce job sharing or part time work?
How does this appointment support the institution in achieving the strategic
objectives?
What specific contribution will this appointment make to WDA and its
projects?
Where does this position fit in the overall organisational structure
How are the costs of this appointment to be covered?
ii. Position Analysis
In accordance with WDA’ s strategic plan, Department Heads and other senior
staff members shall identify additional staff needs and report to the Director General. Once the justification for the post has been made the HR unit shall perform a
position analysis. The position analysis is to accurately define the job and the type
of a person required to perform it effectively, including the skills and abilities
needed to perform the work. The benefits of clearly defined job analysis include:
 A clear understanding of the job role
 A match between organisational and individual expectations
 The skills, technical knowledge, capabilities and attributes required for successful performance in the job are clearly identified and against which candidates
are objectively assessed
 A clear framework to assist managers and new recruits in setting objectives and
performance standards, and identifying training and development needs of new
employees.
The position analysis shall include the following information:
 Job Title
 Summary of General Purpose/Objectives of the Job
 General and Primary Responsibilities of the job
 Education Requirements
 Experience Requirements
 Technical Knowledge Requirements (computer programmes, etc.)
 Decision-Making Responsibilities
 Degree of Independence and/or Group Work
 Working Conditions
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Reporting/Accountability
Date Required
iii. Job description
With the consent of the Director General, and in case of SDP after a no objection
to recruitment by the World Bank, the HR unit in cooperation with the departmental head where the person will report shall then write an appropriate job description (if one does not exist). All job descriptions shall include the following information:
 Job Title
 Department
 Reporting Relationship
 Location of Job
 Summary of Duties and Responsibilities and how these are to be delivered
 Primary Duties and Responsibilities
 Education Required
 Experience Required
 Specialized Skills and Knowledge Required
iv.
Person Specification
Once the position has been analyzed and the job description written a specification of the person needed to fill the job should be developed. The personnel specification should be as detailed as possible, including the skills, knowledge, qualifications and attributes that are required for the job and the experience and personal characteristics that are needed. It is good practice to specify what is desirable but also to state the essential minimum standards in case the ideal applicant
does not exist.
The Person Specification should document the following:
 Physical attributes
Can the person physically perform the job they are applying for?
 Attainments
These refer to the knowledge and skills that is required to do the job, covering
factors such as:
 Qualifications including the level of general education required
 Any specific job training that is necessary
 Any experience of similar work that is relevant or required
 Future potential.
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 General intelligence
 What levels of mental ability are necessary?
 Or are general definitions of quickness, accuracy, comprehension etc satisfactory?
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 Special Aptitudes
 Does the job demand any special factors and, if so, to what extent?
 Is a mechanical aptitude desired?
 Verbal ability?
 Numeric?
 Ability to drive?
 Disposition
 How acceptable should the successful candidate be to other employees
and at what levels?
 What capacity is required for leadership, or influencing and persuading
others?
 What importance is attached to steadiness and dependability and to independent thought and action?
 Circumstances and Special Conditions
This shall describe other conditions and non-standard requirements of the position, for example:
 Frequent travel
 How near does the candidate live to work?
 Unusual hours of work. Does the candidate need to work at irregular
hours?
J. Advertising the Vacancy
Once the job description and person specification has been agreed upon between the
WDA and the World Bank in case of SDP, the HR Unit shall embark on a recruitment
strategy that includes developing and announcing the vacancy (or vacancies). Occasionally a recruitment agency may be used, in which case they might reasonably be expected to handle advertising, document flow and short-listing of candidates.
K. Advertising Media
Careful consideration shall be given to the appropriate advertising media for each
post, in order to attract the best pool of candidates. New positions may be posted in
the following locations.
 In all our headquarters and branch offices
 On selected church boards
 With selected professional associations
 In selected newspapers
 International press in case the post requires expatriates.
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L. The Recruitment Advert
All postings and announcements shall include the following information:
 A brief statement about WDA and project background,
 Job Title
 Division/Department/Project
 Location of Job
 Summary of Primary Duties and Responsibilities
 Educational Qualifications
 Experience required for the post
 Application Procedures/Contact Information
 Closing date
M. Short-listing Candidates
Upon receipt of application forms, and ten days after the closing date, the HR unit
shall select a relevant team to review each application on its own merits in relation to
the requirements for the post and the Personnel Specification. It is useful to create a
Summary Form for each candidate. This should help to evaluate the candidate's application against the specific requirements of the job description and the person specification. During short listing the following shall be considered:
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Does the applicant “fit” the job description in all categories?
Does the applicant have related experience?
Does the applicant meet the educational requirements for the post?
Does the applicant have the required level of competencies to do the current
job and to provide the potential required in order to meet the future needs of
WDA and its projects?
Are the applicant’s career goals and reasons for applying appropriate to the
post?
Does the applicant complement other members of the team (e.g. in terms of
gender balance)?
The HR unit and the team members shall rank each applicant on the Summary Sheet.
The HR unit shall invite the applicants who meet all the minimum requirements of the
post for an interview. If none of the applicants meets the minimum requirements for
the post, then the process should be repeated after discussion with the Director General.
N. Written exam
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Shortlisted candidates shall be invited within 10 days after close of applications for the
written examination. The written examination shall be marked out of 50% .WDA shall
prepare and conduct written exam with help of it relevant senior staff members and
external examiners where necessary. The written examinations’ marks shall be displayed on the notice board within 10 days from the date of the examination. Candidates who get 25/50 will be admitted for the oral interview.
O. Oral interviews
Shortlisted candidates for the oral interview shall be invited for the oral interview
within 3 working days after the display of the written exam. The written interview
shall be market out of 50%.
However, WDA may only conduct the oral interview in case of the executive positions
and when time for recruitment is limited. Under such circumstances, the oral interview will be marked out of 100%.
Before invitations for interviews are offered, the HR unit shall develop a mutually
agreed upon interview time schedules with the concerned parties/resource persons.
The HR unit shall then contact the applicants according to the interview schedules.
P. Selection Process
The two most common methods of selection to be used by WDA shall be interviewing
and testing which shall be often used in conjunction with each other.
i. Planning the Interview
WDA recognizes that finding the best possible applicant requires an interview that
meets both the interviewer’s and the candidate’s needs in the best environment.
Therefore WDA shall always properly plan for the recruitment interviews.
ii. The interviewer(s) - What do they need?
All members of the Interview Team must be free of any form of bias.
The interviewer(s) shall also check the availability of references or special reports on
the candidate. The Personnel Specification should identify attributes and characteristics that can be looked out for in the interview.
The interviewer shall be clear on the further particulars of the job, and with other details such as the proposed wage or salary level and the conditions of employment.
iii.
The Candidate - What does he or she need?
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As an absolute minimum the candidate will need to be met and greeted on arrival, and
certainly to be shown where facilities are. The candidate will need somewhere to wait
in comfort. What the candidate does not want is to be kept hanging around, wondering what is going on.
iv.
The interview - What does it need?
The interview needs to be planned. A structured interview organized in a series of discrete units or areas of enquiry, each of which may be assessed separately shall be
used. The plan shall therefore provide a route through the interview, and tell the interviewer(s) what they shall be looking for along the way.
A good Personnel Specification shall provide a ready-made structure and shall give
some very precise leads on the skills, qualifications and attributes that are needed to
search for in the candidate.
A preliminary discussion is therefore essential to agree what the panel is looking for
and who shall ask what.
v.
The location - What is needed?
A suitable room is essential and it needs to be prepared in advance. The layout of the
room can also influence how well things go. It is important to ensure to create a conducive interview atmosphere and to give the candidate an appropriate chair and provide a glass of water.
Q.
Testing
Each short-listed candidate may be requested to take certain tests to establish performance capabilities. Depending on the position, tests are available to measure:
 Attainment - knowledge (such as technical terms or procedures) and skills
 Intelligence - general intellectual potential and problem-solving skills
 Aptitudes - special abilities such as: verbal aptitude, numerical (straightforward numerical calculations), mechanical, precision, speed, steadiness, clerical
(ability to check and classify)
 Leadership.
 Interests - identifies interest areas as a measure of suitability for certain kinds
of work
 Personality - very controversial, but claims to measure temperament, disposition, introvert/extrovert characteristics etc
 Physical characteristics - general health, eyesight, hearing ability.
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R.
Conducting the Interview – Questioning
The head HR unit together with the office of the DG will select a relevant panel to interview candidates. The panel members will select questions according to their preagreed roles during the interview. Core questions should be paused to all applicants in
order to compare and contrast responses. Additional questions emerging from the
applications and CVs of the candidates or the responses to core questions can then be
posed.
Questions posed to the applicant should be designed to elicit information on the suitability of the applicant for the job. They should yield information on the specific and
job-related attributes needed to perform successfully.
S. Choosing the Right Candidate
i. Assessing Suitability
A general discussion shall be held among the panel members, ending in the selection
of the top candidate, followed in rank order by the others. A consensus shall be
reached about whom will be the first to be offered the position. For a candidate to be
offered the Job, he/she should get 70% and above. All candidates who get 70% and
are not ranked number one shall be put on the reserve list to be considered in case
the first ranked candidate does not take up the offer.
ii. Pre - Employment Checks
The degree to which a candidate background is investigated shall reflect the nature of
the duties to be assumed. Greater details shall be sought for over sensitive, senior positions.
These checks shall be taken promptly once the conditional offer has been accepted.
Individuals must not be allowed to assume responsible duties with in WDA until reference procedures have been completed satisfactorily, vis:
 Career History. A satisfactory employment or educational history must be established for individuals in sensitive positions.
 Reference Letters. For individual filling non-sensitive positions, a satisfactory
reference must be obtained from the current employer or educational establishment.
 Qualifications Verifications. Original education and training certificates should
be seen and verified.
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T. Making the Decision to Appoint
Once consensus has been reached, the HR Unit shall then contact the selected candidate to offer her/him the position.
In the event that the applicant does not wish to work for WDA the head of HR unit
shall inform the Director General that the first-in-rank candidate has refused the job
offer, and then contact the second-in-rank candidate to offer him/her the position if
he/she had got 70% and above. Those who pass the interviews and are not considered
will be kept in the databank (on reserve list) for a period not exceeding one year.
The best applicant(s) shall be appointed for the job(s) as follows:
The Director General, Deputy Director Generals and Directors Shall be appointed by
the Cabinet Other employees in Civil service jobs shall be appointed by the Board of
Directors after being approved by the Public service commission. Employees on contracts shall be appointed by the Director General of WDA. Projects employees shall be
appointed on two years contracts renewable depending on the project duration.
Each employee shall be issued with a letter of appointment specifying the job title, job
description (duties and responsibilities), salary scale, benefits, effective date of appointment/ assumption of duty, duration of probation, duration of contract, and the
terms of termination of the contract.
U. Classification of Appointments
Staff appointments in WDA shall be; on permanent terms others contract terms. No
contract shall be entered into with any employee below 18 years.
V. Employment Contract
The employment contract is the basis for employment and is subject to performance
and adherence to the Code of Conduct. Following the recruitment process the first
preference candidate shall receive an appointment letter from the Director General as
appropriately, agreed upon and signed. The candidate shall return the signed contract
or object the offer within seven (7) days of receiving the contract. The contract is conditional on the successful completion of the probationary period and is subject to performance and adherence to the Code of Conduct and Terms and Conditions of Service.
W. Employee Induction
A comprehensive Induction to new recruits is vital to align people to WDA’s culture
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nisation and supported so that they can begin to operate effectively and live according
to the WDA’s culture, values and goals.
All new staff that join employment shall complete the Induction Process within three
months of commencing employment. Timing will vary for Senior Managers.
It is the responsibility of the Department Heads and/or supervisors to ensure that all
newcomers to his or her team complete the Induction Process within the specified
time period.
The Induction Process shall involve three stages:
 Stage One: Administration, in which the individual completes the formalities
arising from his/her employment with WDA and learns about the key HR and
WDA policies
 Stage Two: Functions focus, in which the individual learns about his/her new
job, department and functions.
 Stage Three: An Induction workshop in which the individual learns about the
strategy of WDA.
The Induction Process may vary according to the individual needs of the new recruit,
but as a minimum the following aspects shall be included:
 Background/Overview of WDA its vision, mission, values, goals, objectives and
organisational structure, and how its core values are a part of everyday practice
 The mandate of WDA and its focus/ activities
 Introduction to the location where the new employee shall be working and to
future work-mates
 Job description/ schedule of duties
 Working hours, overtime, leave etc
 The Code of Conduct, Declaration of Confidentiality and other WDA policies/
agreements as appropriate
 Business focus and processes
 Performance Appraisal, Training Needs and Personal Development
 Health, safety and security measures
 Projects
 Partners
 Government policies
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An important part of the Induction Process will be the completion of a Training Needs
Analysis for each new member of staff. At the completion of the induction process,
every new staff should be familiar with their new working environment, roles and responsibilities. They should have a clear understanding of the performance objectives
for the probation period and should have gained a clear understanding of the organisation’s vision, mission, policies and procedures and core values. At the end of the induction, the new staff will sign a form agreeing to having been inducted in the specific
key organisational areas pertaining to the work objectives.
X. Probationary Period
Upon acceptance of a written offer outlining Conditions of Service, every employee
shall serve a probationary period of 6 (six) months. Following this period the employee
shall be assessed and have their employment confirmed, or terminated. The Probation
Period for all new employees shall be 6 months. The probationary period may be
waived for senior employees and executives depending on the prevailing circumstances in each case, and project agreements.
Civil servants transferred to WDA who are already confirmed in their appointments
shall not be subjected to probationary period.
Informal reviews shall take place regularly during the probationary period and any issues arising documented in writing, discussed with the employee and a plan of action
agreed with the supervisor. At the end of the probationary period the employee shall
be confirmed following satisfactory performance. If performance has not been satisfactory the employment contract shall be terminated, with reasons clearly stated.
Y. Confirmation
On the completion of the probationary period, the Department Head shall conduct an
evaluation, using the Probationary Appraisal interview. The parameters of the evaluation will have been presented to the employee at the outset of their probation period.
Based on the findings of the evaluation, the Department Head shall recommend one
of the following:
 Confirmation of employment for successful completion of the probationary period
 Extension of the probationary period for up to 3 additional months (with only one
extension period allowed)
 Termination of employment for unsatisfactory performance during the probationary
period
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If the employee is to be confirmed he/she shall receive the appropriate documentation from the HR Unit. If the probationary period is going to be extended, the employee shall be notified in writing, with the reasons clearly stated. If performance or
conduct has not been satisfactory, the employment contract shall be terminated, with
reasons clearly stated. This can occur at any time during probation, with notice of fifteen (15) calendar days or payment in lieu of notice.
The Training Needs Analysis shall be completed by the HR Unit, in consultation with
the Head of the department and with the employee themselves. Such analysis shall result in a Training Plan, agreed by the Head of Department and the employee, which
then feeds into the Appraisal process.
Z. Transfers
Staff members will work in any part of the Country. Staff may be transferred by WDA
when it is deemed necessary. Geographical transfers may be done in consultation with
the staff member in question, the line Heads of Department involved (releasing and
receiving) but in any case to the benefit of WDA. Transfer will be without any change
in pay for the staff members, unless there is also a change in roles or the transfer is
based on promotion. Staff will be facilitated to move to their new stations according
to the established rates. WDA may rotate the assignment of staff members within
the unit or between units to broaden their knowledge of the different phases of operations.
AA. Personnel Records
It is a statutory requirement that personnel records are maintained for all employees
of WDA relating to personal circumstances and employment or benefits for following
purposes:
 Statutory purposes including payroll
 To ensure individual employees are covered by appropriate salary levels and benefits
 For health and safety reasons, so that employee family/next of kin can be contacted
in emergencies.
It is the responsibility of the employee to provide and advise the HR Unit of any
changes in the following:
 Address/telephone number
 Marital status
 Next of kin/emergency contacts
 Spouse name and birth of children (supported by a marriage certificate)
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 Education and exam passes
2. STAFF TRAINING AND DEVELOPMENT POLICY
WDA is committed to the growth and development of staff and ensuring that they are trained
to carry out their current jobs and equipped in adequate time to perform future roles.WDA
shall also encourage the culture of learning through self-development and continuous training
at all levels of staff at regular intervals. It is WDA’s policy to ensure that each individual has
identified training and development needs.
2.1 Principles
WDA’s Training and Development policy principles are:
 WDA shall encourage individual self-development initiatives through a supportive environment to help employees achieve the WDA’s objectives
 We shall provide timely and relevant opportunities based on current needs as well as
longer-term planning.
 The training and development opportunities will be based on individual established
capacity needs
 We shall make use of approved and preferred Training Consultants where necessary
An important part of the Induction Process is to complete a Training Needs Analysis for each
new staff member. It is rare that a new recruit or promoted staff member will match the Personnel Specification of the position exactly and a Training Needs Analysis will identify where
further training and development needs lie. The process shall result in a Training Plan, agreed
upon by the Head of the Department.
Training and Development needs shall be identified and analyzed through the formal Appraisal Process
2.2
Job Description and Competency Mapping
We are committed to ensuring that all positions in WDA are defined in terms of their responsibilities and the competencies required.
Individual competencies will be profiled against an agreed and required job competency for
their role. The established gaps (competency gaps) will be translated into Training and Development Plans for the individual.
Competencies in this respect refer to knowledge, skills or personal characteristics needed to
do the existing jobs with a view to achieving the overall objectives of WDA. In addition to the
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above, each job shall have specific technical competencies required for the effective performance of given responsibilities. This shall vary from one position to another.
To achieve this objective, job descriptions and specific competencies in regards to each individual job shall be identified, documented and communicated to each individual. The job
competencies shall be incorporated in each job description and reviewed regularly to ensure
that any changes that take place within the institution and have impacted on existing jobs are
subsequently reflected in the competencies.
2.3
Competency Mapping Process
The following procedure is critical in ensuring that the competency mapping process is carried
out successfully:
a) Periodic review of the Organisation structures to ensure that they are in line with the
overall organisational objectives
b) Putting in place Job Descriptions that are updated and current, and carrying out periodic review of the same.
c) Profiling individual jobholders competency against the approved job responsibilities
and competencies, and identifying gaps
d) Consolidating individual training needs into an overall business training and development plan
e) Designing a training and development programme based on the identified individual
and business competency based training needs.
f) Drawing up a training implementation plan including budget
It is the responsibility of each individual to identify personal training and development needs
and to ensure that he/she acquires the necessary knowledge, skills and ability to perform current and future roles.
2.4
Development of Training Programmes
The Head of HR shall facilitate the design and development of internal programmes based on
the identified gaps and needs. He or she shall review all external programmes in conjunction
with the business and technical trainers and ensure appropriateness to specified business
needs before adoption.
2.5
Nominations and Training Delivery
Courses are arranged with the objective of improving employees' technical and personal
skills. Where courses are relevant to an employee's job and competency gaps they shall be
invited to attend using the following process:
 Each year department managers shall receive adequate copies of the HR Update outlining the structured programmes for the year
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The Departmental Head shall receive and recommend all course nominations for his/
her function to the HR unit, whether in-house, local or overseas
The head of HR shall review nominations received for various programmes to rationalize participant mix and numbers
The head of HR shall also consolidate the nominations and draw up a training plan and
implementation budget and then obtain endorsement from the director general.
Once the overall budget is approved, invitation letters shall then be forwarded to selected participants approximately one month prior to the commencement of the programme. The invitation letters shall outline the objectives of the programme, and
provide details of the contents and any preparatory work required.
2.6
Training Evaluation
To maximize learning and development a tripartite effort is essential at all stages— precourse, end of course and post course. This involves the learner, his/her Department Head
and the provider of training (In-house or external trainer). The objectives and process of each
stage shall be as follows.
A. Pre-Course Evaluation
The purpose of the pre-course evaluation is to determine the need for the Training Programme and the benefits expected. This has to be agreed by the nominated Staff and his/her
immediate supervisor. The head of HR shall co-ordinate the Appraisal Process, the identification of training needs and the delivery of training activities throughout the Organisation.
B. End of Course
The purpose of this stage shall be to:
 Help participants ascertain improvement areas
 Help trainers obtain feedback regarding course conduct and participant learning
 Establish minimum standards for satisfactory course completion
To achieve these objectives all participants at the end of each course shall complete a course
evaluation form.
C. Post Course Evaluation
The true test of training effectiveness and development must necessarily be reflected in job
performance. It is, therefore, imperative that both the participant and his/ her immediate supervisor are in agreement on action plans with precise measurable performance criteria. This
would be enabled by completion of the post-course joint action plan formulation, which shall
then be periodically discussed.
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2.7
Responsibilities for Training and Development
A. The Individual
It is the responsibility of each individual to identify personal training and development needs
and to ensure that he/she acquires the necessary professional expertise, knowledge, skills,
attitudes and required competency ability to perform current and future roles.
A. Department/ Line Managers
All Managers share the responsibility for the training that is to help staff to:
 Reach a high standard of competence in the performance of their duties
 Develop the knowledge and the skills necessary to assume future responsibilities
 Contribute effectively towards the Organisation achieving its objectives.
The role of supervisors is therefore to fully support the development of team members
through working out their self-development and in-house initiatives, identification of their
training and development needs, and creation and facilitation of learning opportunities.
B. The Head of HR unit
It is the responsibility of the head of HR unit to:
 Prepare WDA capacity building plan and budget based on the capacity needs assessment report.
 Co-ordinate and facilitate all training and development initiatives
 Provide support to Department/ Line Managers and Trainees through the design,
delivery, and internal and external sourcing of development solutions
 Ensure that recommended training and development meet the overall objectives
and are followed through
 Encourage and support self-development initiatives through the provision of relevant reading materials.
2.8
Self-Study Policy
A.
Implementation
Self-development initiatives shall be identified through the Training Needs Analysis process.
This process assists employees to identify their development needs and solutions.
Wherever the identified self-development need is in line with the mandate of WDA and
would add value to the employee’s performance, the organisation shall consider options for
allowing and probably supporting them. However, this will be dependent on the current
priorities and financial resources available.
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B.
Study/ Further Education
WDA encourages high performing employees, particularly those without tertiary qualifications, to continue their education as long as such self-development programmes do not compromise the individual’s time at work.
Staff members, who wish to pursue further studies, outside of work hours are encouraged to
do so.
C. Study Assistance Policy and Guidelines
 WDA shall support employees undertaking work-related studies by providing a range
of assistance.
Study assistance options include recommendation for credit facilities, Part or Full Sponsorship. An employee is eligible to apply for assistance to continue their education when:


They meet all the approval criteria listed below, and
They have discussed the proposed study with their Supervisor and it is specified in
their training and development plan.
D. Approval Criteria:
a) The employee has completed probation period and is already confirmed in his appointment.
b) Type of development: the course is relevant to the operations of WDA, corresponds
with the applicant's development needs (as specified in their training and development plan), cannot be met by an internal training and development programme and
is affordable.
c) Performance: The course is intended to address the identified gaps of an employee in
order to improve performance.
d) His/her proceeding for training does not conflict with public service training policies
All applications shall be assessed on the basis of current and future needs of both of the employee and WDA. To apply for study assistance, either a loan or sponsorship, an employee
needs to submit a proposal to their immediate supervisor, together with details of the course
content, mode of study, lecture and other requirements, as well as cost.
E. Sponsorship
Sponsorship of the cost of study may be considered if the area of study is critical to the development of the Organisation and the employees’ contribution to the organisational goals.
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WDA shall first need to ensure that there are available funds for the sponsorship and that it is
in the best interests of the organisation to make this investment.
Additional criteria for approval of sponsorship from WDA:
 The employee shall commit to staying with WDA for the equivalent years (depending on length of the course), with this written into the employee’s contract
 The employee agrees to sponsorship “bonding”: If the employee does not return
to the organisation or stay with it for the agreed length of time following the completion of their studies they shall be obligated to repay the entire sponsorship
amount to WDA. Where a person must leave, the new employer shall meet the
bonding obligations.
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 Similarly, if the employee sponsored to study is not awarded the degree due to
failure to pass exams or does not complete the course, they shall be responsible
for the repayment of the full sponsorship amount. This shall be contractually
agreed with the employee. On approval of sponsorship, WDA shall pay the tuition
fees each semester.
3. TERMS & CONDITIONS OF EMPLOYMENT
WDA aims to provide employment terms and conditions and a working environment that intends to position it as one of the best employers in. As a law-abiding employer, WDA and all
its employees are duty-bound to recognize, uphold and apply Rwanda’s employment laws and
the public service statute through employees’ contracts of employment.
Standard Working Hours
Employees are to adhere to the standard work hours of WDA in particular and public service
in general. The standard working hours are as follows:
 The normal working week shall consist of working hours as follows:
Monday to Thursday from 7:00 am to 5:00 pm
Friday from 7:00 am to12: 00 Noon to enable employees go for sports.
 Employees are entitled to a lunch break during the working day of 1 hour from 12.00 noon
to 1.00PM.
3.1
Time Records for Staff
Office staff members shall record the following in the register book:
 Time In (reporting for work)
 Time Out (home-bound/after work)
A staff member found to be in time violations shall be subjected to disciplinary action.
3.2
Weekends, Public Holidays
Saturdays, Sundays and National Public Holidays are not regular working hours. If an employee is requested to work on those day(s) by their Supervisor in order to accomplish urgent
assignments, they shall be expected to cooperate.
3.3 Payroll Deductions
It is the policy of WDA to comply with all statutory requirements. These include:
 National Social Security Fund contribution (CSR)
 Pay as you Earn (PAYE) income tax
 Insurance
 Any other deductions as per local statutory requirements.
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Leave and Absenteeism
Most types of leave taken by staff shall be scheduled one month in advance, with leave forms
submitted at least a week before taking leave, so that adequate arrangements can be put in
place to cover these absences. This particularly applies to annual leave and maternity leave.
An annual leave roster shall be prepared by each head of department and submitted to the
HR unit for consolidation.
3.5 Annual Leave
All contracted staff members are entitled to annual leave of 18 working days per year. In addition to this, the staff member is entitled to be on leave for all declared national public holidays. Permanent employees (civil servants) are entitled to 30 calendar days of annual leave.
As much as employees begin to earn annual leave credits upon commencement of duty, leave
will only be taken after confirmation in their appointments.
 Annual leave is cumulative.
 Annual leave can be utilized in cases of prolonged sickness/illness if the employee has already exhausted his/her sick leave.
Annual leave credits do not accrue during the period of suspensions, or when on leave without pay.
A staff member must submit a leave form and receive his/her approval copy that serves as a
staff member’s authority to go on leave.
A staff member who goes on leave without approval shall be considered to have abandoned
his/ her work and disciplinary action shall be taken accordingly.
Each staff member is required to take annual leave every year at schedules arranged by the
Supervisor and subject to the approval of the HR Unit. Leave application forms shall be submitted at least 5 working days before the actual date of availing leave.
The agreed schedule for leave shall be followed, except in the following circumstances:
 Recall for work: In case of urgent necessity, the organisation may recall for work, any staff
member who is on leave. In such event, the balance of the staff member’s leave shall be
re-scheduled for another period by his/her supervisor. Any staff member who refuses to
be recalled without any valid reason shall be subject to disciplinary action.
 Postponement: Leave may be subject to postponement when the exigency of service so
requires, as determined by the department heads.
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In cases where WDA requests the employee to forego already approved leave or return to
work from leave early, the employee may add the unused annual leave credits to that of the
succeeding year.
Annual leave may not be commuted to its cash equivalent except in the following circumstances:
 When a staff member resigns, accumulated leave credits shall be commuted to cash and
paid along the terminal package.
 If leave has not been taken due to the employee being recalled to work or requested to
postpone leave on elapse of 2 years.
 If an employee is subjected to another appointment before enjoying his/her accumulated
leave.
3.6 Sick Leave
An employee may be granted leave of absence with full pay and benefits owing to ill health
subject to such leave being ordered by a medical doctor, applied for in writing, and approved
by the Director General of WDA. This leave may not exceed fifteen (15) working days per
year. Sick leave up to six (6) months with full pay may be granted if, in the opinion of the
Management, the particular situation warrants it. The WDA Board of Directors must approve
sick leave for periods of more than six months but not beyond (12) twelve months. After 12
months the employee shall be considered unsuitable for employment, and services shall be
terminated.
WDA may check on the illness of a staff member and refuse sick leave pay if there is reason to
believe such payments to be unjustified. Any misrepresentation of sick leave shall be subject
to disciplinary action.
In cases where sick leave has been exhausted, absences that are due to illness may be
charged to available annual leave credits. In cases where both annual leave and sick leave
credits have been exhausted, absences due to illness shall be charged against salary.
An employee who is absent from work due to illness or injury is required to contact their supervisor as soon as possible to notify him/ her of their absence at work due to illness. Should
the employee fail to comply with the requirement they will not be entitled to sick leave pay
for the period of absence. Disciplinary actions may also be taken. Sick Leave shall not be accrued.
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3.7 Leave without pay
After the individual has exhausted all other leave entitlements and still has a convincing reason to take leave, he/she can apply for leave without pay. Maximum leave without pay shall
be 3 months and has to be approved by the Director General of WDA
3.8
Compassionate or Emergency/Special Leave
Employees may be granted special leave on emergency or compassionate grounds. Special
leave is to provide for illness of dependants requiring hospitalization, death and natural catastrophes affecting the home and the immediate members of the family, or serious personal
problems. WDA Management may at its discretion grant compassionate leave to an employee
in such compelling circumstances. In such instances, the number of days granted shall not exceed 10 working days per annum. Days taken in excess of this shall be charged from annual
leave.
3.9
Maternity Leave
For delivery purposes, a salaried woman has a right to suspend her work during 12 consecutive weeks of which two are obligatory before the presumed date of delivery and six weeks
obligatory after delivery. During the first six weeks, she will receive full pay and only 20% in
last 6 weeks. An employee on maternity leave will not forfeit the annual leave for the given
year.
3.10 Paternity Leave
A male employee shall immediately after the delivery of a baby or miscarriage by his official
wife takes 4 days of leave as per the provisions of the Labour laws of Rwanda. These should
be taken immediately after the birth of the baby or miscarriage otherwise they will be forfeited.
3.11
Miscarriage
A female employee shall resume work after experiencing a miscarriage as per the provisions
of the Labour Laws of Rwanda.
3.12 Study Leave
Any employee wishing to undertake studies that require him or her to be away from the job
for a period exceeding 6 (six) months shall resign from the appointment with WDA, and reapply after the studies, except where such studies have been sponsored by and/ or for WDA.
3.13 Absence without Leave
Any staff member who is absent for more than 3 (three) consecutive working days without
being granted official leave is considered to have abandoned or absconded from his/her work,
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which are grounds for immediate dismissal. All rights, privileges and benefits accruing to
him/her, apart from accrued annual leave and the pay up to the date of absence, shall be forfeited. The exception is if there is a valid reason, which could not have been communicated
before taking the absence. It is a good practice for the HR Unit to take responsibility and
reach the staff member during this period to ascertain absence reasons. But it is the duty of
the staff member to try and inform his/her supervisor his/her whereabouts failure of which
he will be regarded as having abandoned duty and resigned accordingly.
3.14 Acting Allowance
When an employee is asked to fill the position of a supervisor or higher-grade position for a
period of not less than 60 working days, reviewed after six months, he/she shall be entitled to
receive an “acting allowance”. The acting allowance shall be the equivalent of the difference
between the monthly salary of the employee and the base salary for the position one is acting
in.
If an employee has held an acting position for a period of six (6) months and more, they may
be eligible for a permanent position in that role, subject to satisfactory performance.
When the acting appointment ends, the employee's salary is returned to their original basic
salary in accordance with his/her substantive appointment.
3.15 Staff Medical Benefits
All WDA employees will benefit from RAMA medical scheme following its eligibility criteria. All
WDA staff is required to be registered for health insurance cover. WDA will provide a contribution to the cost of the medical cover according to RAMA law.
3.16 Mobile Phone and Landlines Communication Allowance
Senior staff of the WDA will be enabled to bear the cost of mobile telephone communications
through a monthly allowance in accordance with their grades as follows: these figures will
from time to time be determined by the board:
 The Director General
: Frw 150,000 per month
 Deputy Director General
Frw 100,000 per moth
 Heads of Department
 Senior officers
Frw 30,000 per moth
 Other staff
 Project staff will be given airtime allowance according to the budget.
For landline communication, the office of the Director General will have access to fixed office
telephone.
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3.17 Retirement Benefits
WDA provides for staff retirement benefits as under the statutory requirements of the NSSF
Act. The employer pays 5% of the gross pay monthly and the employee pays 5% towards the
retirement benefits that are accessible according to NSSF regulations.
3.18
Mandatory Retirement Age
Employees are eligible for retirement upon reaching 65 years. However as per the Employment Act requirement, an employee will be automatically retired on attaining 65 years. On
retirement an employee shall be given a certificate of service.
However employees on contract terms of appointment will have to leave the service of WDA
in accordance to terms on contract period.
3.19 Bereavement
If an employee dies, WDA shall contribute a coffin and transport for the body to the place of
burial within Rwanda and any other funeral expenses up to FRW 200,000. At the discretion of
management, the organisation vehicle may be provided (when available) to transport the
body to the burial place but the per diem of the driver will be deducted from the organisation’s contribution. In addition, WDA will pay to the deceased's family his/ her terminal benefits applicable under the WDA policy.
4. CODE OF CONDUCT
4.1
Policy Statement
To maintain stakeholder and public confidence, all employees of WDA shall be guided by the
principles of our Code of Conduct, including integrity, confidentiality, professionalism, loyalty
and absolute honesty.
4.2
Implementation of the Code
To ensure adherence to the Code of Conduct, we shall have the following implementation and
communication system:
 Employees shall comply with the Code of Conduct in their day-to-day work. Any circumstances that might compromise these ideals shall be avoided. Should these core values be
violated, severe reprimand or dismissal may result
 Any observed cases of non-compliance shall be reported to the HR unit through the departmental head.
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Compliance to Policies, Rules and Regulations
Employees shall:
 Comply with all the Organisation’s principles, rules and regulations, policies and procedures and generally with all the Organisation’s requirements and regular instructions given by their supervisors
 Comply with the instructions and directions given by their Supervisors.
 Advise their head of department or the Director General of WDA if they are aware of any
irregularity, which might affect the interests of the organisation.
 Advise their Heads of Department or the Director General if they believe that the instructions given by their supervisors, oppose the Organisation’s interests, or are illegal,
 Always act so as to protect the Organisation’s interests.
4.4
Professionalism, Respect and Courtesy to Members, stake holders, partners
All employees should behave in a professional manner to stake holders, partner, clients and
to colleagues.
All staff members are:
 Expected to treat all customers and colleagues with respect and courtesy
 Forbidden to be under the influence of alcohol during and after work.
 Are expected to conduct themselves at all times with integrity and temperance
 Expected to be smart and tidy in dress and personal grooming
 Expected to refrain from associating themselves by act or word with abusive/ offensive
language and quarrels
 Expected to behave in a manner that reflects the Core values of WDA
4.5
Acceptance or Solicitation of Gifts (in cash or in kind)
Staff members are not allowed to:
 Accept any gift (in cash or in kind), loan, or donation for themselves or any other member
of their immediate family from any of the Organisation’s customers, suppliers, individuals
or companies that have or expect to have business relations with WDA. Any such offers
shall be reported to the employee’s immediate supervisor.
 Staff must not solicit inducement, either directly or indirectly, whether in cash or in kind in
order to provide any favors to a client in the provision of service or any other activity of
WDA for which they are entrusted either jointly or individually.
 Attempts to use any means (with the assistance of a third party or otherwise) to influence
the institution in any way for his or her own or a colleague's benefit.
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Abuse of Office
The following shall be deemed to be abuse or misuse of position and may constitute grounds
for disciplinary action including dismissal:

Canvassing, soliciting or accepting inducement(s). Employees involved in the outsourcing
of any of the services of the institution or involved in obtaining any services on behalf of
WDA are not allowed to canvass, solicit or accept any inducement of any kind or means in
order to influence, assist in or procure:
 The employment of any person or persons by WDA
 The awarding by WDA of the contract for the supply of goods or services or the contract for services being out-sourced to any persons or company
 Use of WDA Assets for Personal Gain
Employees are not allowed to use any of Organisation’s computers, telecommunications,
buildings, supplies or other assets/equipment when working on their own business or on behalf of a third party except on permission of the Director General of WDA
4.7 Public Representation
Employees are not allowed to:
 Make oral or written public statements about national, local, legal or other matters as the
Organisation’s representatives without prior approval from the Director General. If WDA
wishes to make such public statements, an officially delegated person shall be nominated.
Staff members who wish to make such statements shall make it clear that they are expressing their personal views, and definitely not those of the Organisation.
4.8
Declaration of Confidentiality
A. WDA activities and information.
All staff members are required to maintain strict confidentiality. Information on the Organisation’s business deals, negotiations, customers, correspondence, structure, policies, procedures, etc., are the property of the Organisation, and therefore no staff member is allowed to
disclose any such information. Any internal communication within the organisation or between the organisation and its legal advisers, clients, or business partners is strictly confidential and shall not be disclosed either orally or in writing to third parties. Thus, members of
staff shall take every precaution to protect the confidentiality of client information and their
transactions.
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No member of staff shall during, or upon and after termination of employment (except in the
proper course of his/her duty or with the Organisation’s consent), divulge or make use of any
secrets, copyright material, and correspondence. No staff shall in any way use information so
obtained for financial gain.
Violation of the Confidentiality Rules constitutes a case of gross misconduct.
4.9
Conflict of Interest
The following circumstances are deemed to be in conflict with the interest of WDA
4.10 Conducts of Other Business During Office Hours.
Members of staff shall not engage directly or indirectly in any business activity that competes
or conflicts with the Organisation’s interest.
If a member of staff conducts business other than the Organisation’s business during office
hours there is a conflict of interest.
4.11 Excessive Time/Attention to Activities outside the Organisation
Where the participation in any business activity outside the institution and office hours demands excessive time and attention from the member of staff, thereby depriving WDA the
employee’s best efforts on his/her job, a conflict of interest is deemed to exist.
4.12 Approval to Engage in External Activities
Before making any commitment to engage in external employment or study, the staff member shall discuss this with their departmental head. A written approval of the Director General
shall be obtained before an employee embarks on part-time employment, or study. Approval
should be granted only where the interest of WDA will not be prejudiced.
4.13 General Conduct
It is expected that all employees shall perform their duties to the best of their ability to maintain and continually strengthen the commitment to WDA’s Vision, Mission and goals.
Employees in positions of authority are expected to exercise such authority with respect, act
as role models in all aspects of employment, and maintain a high standard or duty and conduct.
4.14 Dress Code
In keeping with the image of respect of WDA all employees shall ensure their grooming and
personal appearance instills confidence and conveys professionalism—i.e. all staff are to be
smart and tidy in dress and personal presentation, and clean and decent at all times.
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5. COMMUNICATIONS POLICY
5.1
Policy Statement
WDA shall maintain a proactive corporate communications system with the public, clients and
employees.
5.2
Corporate Communications
The Public Relations officer shall be at the forefront of all communications directed at the
public and clients. Such Communications shall depict an accurate portrayal of what WDA is, its
performance, its standards, its values and its aspirations for services in the future.
5.3
Information not for External Communication
The Public Relations and Marketing Officer of WDA shall make available factual information
when requested by staff, clients and all stakeholders, with the exception of following information:
 Any information provided in confidence to officers and employees
 Any information related to an issue before the courts that could place the organisations in
an unfavourable position
 Minutes on proceedings or discussions about any closed Board, Committee or management meeting
 Any information or data held in the personnel files of employees pertaining to salaries,
benefits or performance and any information provided by an employee in confidence to
the Organisation.
5.4
Staff Communications
The objectives of the Staff Communications policy are to:
 Communicate the WDA strategy and vision, mission and goals
 Ensure that all employees are made aware of the operational policies and procedures
that affect them
 Ensure that employees are well informed on all matters affecting them and also on the
organisational business
 Encourage feedback regarding the work environment from staff
 Respond to matters arising from staff meetings, discussion forums, attitudes surveys, individual correspondence, etc
It is the expectation of the Public Relations and Marketing Officer of WDA that the internal
communications system is designed and administered in a manner that it:
 Provides accurate, relevant and timely information relative to each employee’s responsibilities, enabling them to fulfil the Organisation’s expectations about ‘Quality Service’
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Supports the development and maintenance of an open, co-operative and innovative organisational culture
 Effectively communicates appreciation and recognition by Board and Management of individual and collective initiatives of staff contributions to the success and strength of the
Organisation
 Encourages all staff to communicate ideas and concerns with assurance that they shall be
accepted in a positive and supportive manner
Any staff that uses a communication channel which does not promote these objectives including use of anonymous letters, rumour mongering, is in breach of policy and shall be subject to
appropriate sanctions up to and including dismissal.
5.5
Responding to Requests for Information
In order to ensure that correct and factual information is provided in response to requests for
specific information, the following guidelines shall apply:
All Heads of departments/ Sections and staff are encouraged to use discretion and to ensure
that others do not interpret any personal observations about the Organisation’s operations as
official policies or positions.
A. For potentially sensitive or controversial matters:
 The Chairman of the Board or designate shall be the official spokesperson on matters
relating to WDA board policy or action
 The Public Relations and Marketing Officer or the Director General will be the official
spokesperson on all matters relating to the management or operations of WDA.
B. Routine customer Queries and Requests for Information
 Management and staff are authorised to provide information about all products and
services of WDA.
 Clients have access to information about the activities of WDA and TVET.
C. Routine Employees Queries and Requests for Information
All management and supervisory staff shall respond to all staff queries as soon as a query
is raised.
5.6
Communication Channels
A.
Departmental & Branch Meetings
Each department shall have a monthly departmental meeting to ensure all staff members are
kept informed of issues affecting the WDA activities, and have the opportunity to discuss issues affecting them and obtain feedback regarding the work environment.
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Internal Communication Directories
It is the responsibility of the Public Relations and Marketing Officer to maintain and communicate up to date to all staff information on:
 Internal telephone directory for all staff in the head office and branches including
their respective telephone extensions, mobile, home telephone for all staff
 Name and contact of preferred service providers including travel agencies, banks,
courier services, stationery suppliers, and local utility and office services directory.
C.
Electronic Communications
It is the responsibility of the ICT department to develop an electronic communication system
for the Organisation and to disseminate information through electronic email systems.
D.
Notice Boards
All departments and branches shall have a Notice Board, which will be used to display items
of interest within a department and any latest activities, events news from the Network, the
industry, Management, and or the Board.
E.
Feedback from clients and partners
Every staff will be responsible for obtaining as much feedback from clients regarding WDA
products, service delivery methods, and complaints or compliments if any. Suggestion boxes
shall be placed at accessible positions and they shall be the responsibility of office of Director
General to open and regularly give feedback on client’s ant staff complaints.
F.
Business Cards
All Heads of Departments having external contacts may need business cards. These can be
arranged through departmental secretary or by contacting the supplier through the Procurement Head of Services.
G. Authenticity of documents
The originator shall authenticate any document used for communication purposes, by signing
it in order to be treated with seriousness by the recipients.
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6. SALARY STRUCTURE
6.1
Policy
It is the Organisation’s policy to ensure that all permanent staff are paid salaries according to
WDA approved structure. In case of projects, Staff will be paid according to the approved
structure and budget for the project
6.2
Staff Allowances
A.
Staff allowances and reimbursable expenses
These are as described in the respective sections of this policy manual.
i. Staff Per-diem
 In Country
If an Employee Travels away from the duty station and stays away from home (in
country) over-night on official duty he/ she is paid a per diem per night. Such an
allowance shall have prior approval of the Director General. (Refer to the Ministerial Statement 003/08/10/min of 01/09/2008)
 Out of the Country
If an employee is out of the country on official duty/ business he/ she has his/ her
subsistence expenses paid. This covers accommodation, meals and laundry. (Refer
to the Ministerial Statement of 005/08/10/min of 01/09/2008)
ii. Day Allowance
Whenever an employee is required to work or travel away from his/ her normal duty
station or areas but within the country on official duty, he/ she is paid nonaccountable out-of-pocket allowance. (Refer to the Ministerial Statement
003/08/10/min of 01/09/2008 & to the Ministerial Statement of 005/08/10/min of
01/09/2008)
 Official Travel Expenses
An employee is reimbursed the travel expenses incurred while on official duty at the
public taxi or bus fare rate.
7. GRIEVANCE HANDLING
7.1
Policy
WDA’s policy is to foster an environment where hostility and harassment are unacceptable
behaviors in the workplace and where individuals are confident enough to bring grievances or
complaints without fear of ridicule or reprisal. The responsibility to challenge all forms of
negative work environments including harassment and for upholding personal dignity lies
with all staff members.
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Procedures
A grievance is any complaint, grief or pain sustained by an employee as a result of something
that has been done or has neglected to be done by the organisation or another colleague. In
the event of bringing a grievance forward to Management and/or the Board, the following
procedure shall be followed:
i. Staff member shall initially discuss the matter with the immediate supervisor.
ii. In the event that this is inappropriate, or it does not lead to a resolution, then the staff
member shall discuss the issue with the Director General.
iii. If the issue remains unresolved and it is a matter of sufficient importance to warrant
the interest of the Board, then the issue shall be submitted to the Board on the following basis:
 The matter shall be put in writing by the staff member through the Director general
 The responses of the Director General shall be submitted in writing to the Board.
Upon consideration of the details and responses, the Board Chair may consider it
appropriate for the staff member to be interviewed by the Chairperson Personnel
committee, and/or the whole committee who then may brief the Board chairman
where it needs intervention.
7.3 Objectives of Grievance Handling
i. To give employees the freedom to challenge unfair and inconsistent actions of the institution, as well as any action which is in contradiction to the Conditions of Service
ii. To provide an appropriate process through which grievance can be redressed.
7.4 Harassment at Work
Harassment takes many forms, occurs on a variety of grounds and may be directed at one
person or groups of people. In general terms it can be described as unwanted behavior,
which the institution finds intimidating, upsetting, embarrassing, humiliating or offensive.
Harassment and bullying range from extreme cases such as violence, to less obvious forms
such as ignoring someone. Whatever the form, it is unwanted behaviour that is unwelcome
and unpleasant. Any form of intimidating behavior should be taken seriously because it can
lead to under-performance at work and perpetuate an unpleasant working environment.
In many cases it is sufficient for the person who has been harassed to raise the problem with
the perpetrator, pointing out the unacceptable behavior. However, if an employee finds this
difficult or embarrassing the advice of the Head of the HR Unit shall be sought.
7.5
The Right to be heard
Every member of staff has a right to present their grievance and to be heard.
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7.6
The Rule of Confidentiality
Any discussions with staff making a complaint shall be treated in strictest confidence.
7.7
Outcome of Grievance Handling
After investigations and/or grievance handling meetings, any employee found to have contravened any WDA policies or regulations shall be subject to appropriate disciplinary action.
8. PERFORMANCE APPRAISAL
8.1 POLICY
The future growth and success of WDA is founded on the commitment, competence and professionalism of staff and the way in which they are managed. Appraisal is central to this
process. In order to achieve the aspirations for the organisation, objectives shall be set, and
then progress reviewed against these objectives.
8.2
The Purpose of Performance Appraisal
The purpose of Performance Appraisal is to continually improve the performance of the Organisation, underpinning its ability as a learning organisation. The aim is to improve the management and development of WDA through promoting cohesion between the individual
staff’s performance and the organisational goals and enhancing the quality of the employee’s
work by:
 Recognizing their achievements
 Providing feedback, support and challenge
 Identifying training that addresses their own and Organisational needs
 Planning ways to enhance their skills and improve their performance
 Determining, where appropriate, an agreed change of role and responsibilities
 Making a contribution to the process of salary review.
8.3





8.4
The objectives of Appraisals are:
To establish a dialogue between employees and managers/ supervisors to review
business accomplishments, determine areas of competencies and areas for improvement and to establish goals for the coming year
To review and update Job Descriptions
To provide a working document of planned goals/ objectives that will be used to
measure related performance throughout the year by both employees and supervisors
To provide a tool to identify staff development needs
To provide employees and supervisors with the opportunity to discuss career development plans.
Responsibility for the Appraisal Process
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A. Individuals:
Each and every employee is responsible and accountable for his or her own performance and
development. To reflect this, everyone shall have "full participation in the appraisal and development process" as one of his or her objectives.
A. Departmental Heads:
Heads of Departments shall:
 Encourage the training and development of their staff
 Hold regular meetings with staff either in a group or individually
 Communicate to their staff about any relevant regulations, policies etc. and make
sure that they are followed by providing the necessary directions and explanations
 Inform their superiors regularly and without prejudice about the capabilities, performance and the overall behavior of their staff. Staff shall be regularly informed
of their superior’s opinion about their work, both formally through the Appraisal
Process and through feedback as part of normal managerial good practice, so that
they can improve their performance and progress as quickly as possible.
Managers shall be appraised partly on their ability to run effective performance review
processes with their own staff
B. Human Resource Unit:
The Human Resource Unit is responsible for facilitating the administration and coordination
of the performance management process in consultation with the Director General who will
take the final decision basing on the self appraisal and supervisors reports.
C. Review Periods
The Appraisal process shall start during the probationary period. Full Appraisals shall normally
be carried out annually in November, with a less formal interim review every six months or
more often if necessary.
The review of performance shall be a continual process, as part of good managerial practice,
and not something that only happens as a result of a specific event.
D. Confidentiality of Assessment Information
The information obtained and recorded during an Appraisal shall be treated as confidential to
the two parties concerned.
The member of staff shall have a copy of their review. The Human Resources Department will
also hold a copy in confidence. Access shall be allowed to the Director General and, in exceptional situations, the Board without any prior discussion or agreement with the staff member.
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The Head of Human resources shall be responsible for filing the forms in a safe and confidential way.
E. Managing Disagreements
In the event of a disagreement over performance issues that cannot be resolved, either party
has the right to involve the Human Resource Unit and the Director General.
F. Components of the Appraisal Process
i. The Appraisal Cycle
Process
Briefing Meeting
Self Appraisal
Supervisors
Appraisal
Appraisal Interview
Supervisor
discusses with
his/her
Department Head
People
volved
Purpose
Timing
Outcome
To explain the process to
the employee - only required prior to the first
Appraisal. This can be
done by the supervisor or
the Human Resource Officer.
At least two
weeks
before
Appraisal Interview
Employee understands the
process and completes Section I of the Appraisal form
with the supervisor
E
Employee completes the
Self Appraisal section of
the Appraisal Form
To be completed
at least one
week prior to
the
Appraisal
Interview
S
The supervisor then completes the Performance
Appraisal section of the
Form
Prior to the interview
Employee evaluates their
own
performance,
achievements,
learning
points and development
objectives
Supervisor evaluates the
employee’s performance,
achievements,
learning
points and development
objectives
S and E
in-
S and E
Interview to discuss the
Appraisal Form
November
supervisor and employee
discuss employees performance, areas of achievement, areas for improvement, objectives for the
next year and development
needs
S + DH
Discussion of any areas of
disagreement, outstanding issues
Confirmation that supervisor's Head accepts the
final recommendations in
line with Organisational
needs. Review of supervi-
Within 1 week of
Appraisal Interview
Completion of process and
confirmation of acceptance
of outcome
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Distribution of
completed
Form
S to E
DAHR
+
sor's own management of
the Appraisal process
DAHR shall then evaluate
training needs and retain
file in confidential HR
records. Any changes in
job description should be
reported to the DAHR
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Within 1 week of
completion
Completion of process
Legend: S- Supervisor; E- Employee; DH- Departmental Head; DA HR- Director Admin and
HR
ii. The Approach
The most successful approach to Performance Appraisals is founded on the principles and
skills of development. The developmental approach is most successful when it is balanced and
both reviewer and employee can gain from the meeting.
iii. The Self and Manager Appraisals
Preparation is a crucial factor in determining the value of the Appraisal. At least one week
before the Appraisal Interview the employee shall complete a self-assessment exercise, using
the relevant section of the Appraisal Form.
The employee shall give the Appraisal Form to the supervisor, who would complete their section of the form and inform the employee to prepare for the Appraisal Interview.
iv. The Appraisal Interview
The annual Appraisal is at the center of the Performance Management process. It should cover the areas agreed at the initial meeting and thereafter cover the agreed areas of importance
from the previous performance or interim review.
The review is a genuine dialogue that provides greater depth of understanding and real discussion that focuses on actions and decisions.
v. The Appraisal Form
The Appraisal Form can be found in Appendix N. This single form contains all the documentation related to the process - and has four parts:
Section A: Self-Assessment
Section B: Supervisors Appraisal
Section C: Job Description Review
Section D: Overall Assessment/ Review of Potential
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G. The Progress Meeting
It is essential that there is a regular exchange of views between supervisor and employee at
least once a month. Performance Appraisal is a continuing process throughout the period and
not a practice to be carried out only once or twice a year.
H. The Interim Review
The purpose of the Interim Review is:
 To review individual and organisational progress against objectives agreed at
the Appraisal meeting
 To consider whether the objectives are still appropriate and what actions must
be taken by the reviewer and WDA to assist in their achievement
 To consider, where appropriate, the usefulness to date of any training undertaken since the Appraisal meeting or potential future training
 To provide the opportunity for the employee to raise any particular issues relating to their work
 To consider the development needs of the employee.
I. Success Criteria
Reviews are likely to be successful when:
Both parties are:
 Focused on the overall objectives of the Appraisal
 Participating in a "helping approach"
 Able to formulate SMART (Specific, Measurable, Achievable, Time related) objectives
 Well prepared and informed
J. Performance Appraisal
Both of Probationary and normal appraisal will be guided by the government work performance evaluation Management template for professional and expert jobs.
9. DISCIPLINARY POLICY & PROCEDURES
9.1
Policy
The disciplinary policies and procedures are to be invoked only when informal means of corrective action have failed to bring about improvements in the expected standards from individual employees.
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Objectives
Disciplinary action is meant to, as much as possible, be of corrective nature. Anyone taking
such action shall, therefore, try to correct the action(s) of the employee to make him /her a
productive member of staff.
Without prejudice to any criminal or civil liability, an employee shall be liable to disciplinary
action if s/he commits an offence. If disciplinary action is to be taken against any employee, it
should:
 Be undertaken only in cases where good reason and clear evidence exist;
 Be appropriate to the magnitude of the offense that has been committed;
 Be demonstrably fair and consistent with previous action in similar circumstances;
 Only take place when the employee is aware of the standards expected of him or her,
and the rules and regulations s/he is required to conform to;
 Allow employees the right of appeal against any disciplinary action.
It is in the interest of WDA to document and communicate fair and consistent policies and
procedures for dealing with breaches of discipline and breaches of the Organisation Code of
Conduct.
The aims of the disciplinary action and procedures are, to:
 Ensure that all employees adhere to the Organisation Code of Conduct and maintain performance-oriented standards and attitudes
 Support the implementation of the performance appraisal policy and achievement of the
annual objectives of WDA
 Encourage staff to work and achieve required and acceptable performance objectives and
standards
 Ensure that breaches of discipline or cases of under-performance are addressed promptly
and consistently.
9.3
Categories of Offenses & Appropriate Disciplinary Action
An employee shall render himself/ herself liable to disciplinary action under these policies and
procedures if s/he commits any of the following offences:
A. Category 1 Offences
1.
2.
3.
4.
5.
Habitual late-coming to work, absenteeism, and or early departure from work
Use of abusive, loose and offensive language.
Being lazy and sleeping during working time.
Poor work performance
Failure to observe safety precautions for self, others, and company property.
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6.
7.
8.
9.
Absence from duty for 1 day without permission or reasonable excuse
Causing disturbance to fellow workers.
Leaving work place without permission or reasonable excuse.
Being involved in gossiping during working hours
i.





Disciplinary Action for Category 1 Offences
Verbal warning by immediate supervisor
Withhold pay for day(s) absent
Any lack of improvement is communicated to the employee
The employee must make a commitment to improve
Written warning copied to the HR, and Department Head if the offence is repeated
B. Category 2 Offences
1. Repeating any of Category 1 offences after being given verbal warning.
2. Absence from work 2 or 3 consecutive days without permission or reasonable
excuse.
3. Refusing, neglecting or omitting to perform any of assigned duties.
4. Refusing or neglecting to obey instructions and to obey regulations
5. Abuse or misuse of company assets and resources
6. Insubordination to superiors,
i.




Written warning by the Director General and copied to the personal file
Withhold/ deduct salary pay for days not worked
Discussion with employee
Employee must give a written commitment to improve.
C. Category 3 Offences:
1. Repeating any of Category 2 offences after being given a written warning.
2. Absence from work for more than 3 consecutive days without permission or reasonable excuse.
3. If, without written permission of the Director General, the employee collects money from the public other than in the course of his/ her official duties.
4. If the employee uses his/ her position in the organisation for selfish personal gain
or advancement of own selfish interests.
5. If the employee is guilty of gross misconduct or negligence.
6. If the employee uses his/ her position in the organisation to spread malicious rumors or create conflicts, disrepute and discredit.
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7. If, by any act or omission, the employee conducts himself in a manner prejudicial
to the proper performance of any of his duties or in conflict with the core values of
WDA or unfitting of an employee of the organisation.
8. If the employee is under the influence of intoxicating liquor or habit-forming drugs
during and after the normal hours of work.
9. If the employee sexually harasses other employee(s)
i.
 Suspension without pay.
 Investigation
 Corrective action including facing a disciplinary committee
D. Category 4 Offences
1.
2.
3.
4.
5.
6.
7.
8.
Repeat of category 3 offences
Poor work performance despite training and other support given
Poor attitude towards work and Organisation rules and procedures
Breaches of the Organisation’s Code of Conduct
Bullying or harassment of colleagues, subordinates and customers
Disclosure of confidential information to third parties other than those authorized
Willful damage to the Organisation’s property
Theft or embezzlement of organisation/clients funds or falsification of Organisation records and data, forgery.
9. Threatening behavior or physical violence towards colleagues, subordinates and
customers
10. Serious act of negligence which causes unacceptable loss, damage or injury
11. Serious act of insubordination toward immediate supervisors
12. Conflict of interest
13. Prolonged absence from work without permission
14. Condoning or conniving with other employee(s), client(s), and others to willfully
cause loss to the company
15. Conviction on a criminal charge
i.
Disciplinary Action for Category 4 Offences:
 Suspension without pay if the case requires investigation;
 Summary Dismissal without notice and benefits;
 Prosecution if the offence is criminal.
Where an employee who has been suspended from duty is acquitted or discharged by a court
of law, the Head of Department shall as soon as possible, thereafter, prepare a report for
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consideration and decision by WDA Management. Nothing in this regulation shall stop Management to order the dismissal of an employee who has been on suspension, notwithstanding
the fact that the employee has been acquitted by the court, if Management is of the view that
the continued employment of such a person would prejudice or compromise the public interest and image of the organisation or affect employees' performance.
9.4
The Disciplinary Process
A.
Informal Stage
WDA policy in disciplinary situations is to encourage improvement in the employee’s conduct,
job performance, attendance or other performance issues. Provided that the issue does not
constitute gross misconduct, the employee is asked to attend a meeting with their supervisor,
during which the informal warning is given. If serious misconduct is involved, the procedure
follows a formal process as outlined below.
B. Formal written warning
Where there is no immediate improvement in the employee’s performance or behaviour, after further discussion, a specific period for improvement is given in a written warning at this
stage by the immediate supervisor.
C. Formal Written Warning
If there has been no improvement in the employee’s performance or behavior once the specified time allocated has elapsed, a formal interview takes place between the employee and
the immediate supervisor in the presence of the Human Resource Officer.
The member of staff is given a further specific period in which to improve, which is confirmed
in written warning by the Human Resource Officer, copied to the Director General. The employee is told that failure to achieve a satisfactory improvement may render him/her liable to
dismissal.
F. Final Written Warning
If there is still no improvement in the employee’s performance or behavior once the specified
period has expired, the employee is interviewed by the Disciplinary Committee that constitutes the Director of Administration and HR, Director General and the Head of Department
under whom the employee serves. At this interview, the employee is informed verbally of the
intention to dismiss him/her unless there is immediate improvement in the areas under review. The Director General confirms this intention, which becomes a final warning, in writing.
Note:
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1. Written warnings are put on an employee’s personal file.
2. The above procedures apply where the act does not amount to gross misconduct leading
to suspension or summary dismissal.
3. Warnings are not carry forward material.
G. Disciplinary Investigations
The Internal Auditor not connected with the employee or the department concerned carries
out investigations.
During the investigation, the employee(s) are invited to take paid leave of absence so that
they are unable to access information, records or other employees and relinquish all financial
control (where this is applicable) until such time as the investigation is complete.
H. Dismissal
In the event that the shortcoming has not been resolved within the timeframe set in the final
written warning, the employee shall be dismissed. Where a notice period is required, Management reserves the right to pay in lieu of notice, if the Director General deems this more
appropriate.
I. Instant Dismissal
Cases of gross misconduct will result in the employee’s immediate dismissal without notice.
Instances constituting gross misconduct include, but are not limited to:
 Disclosure of confidential information to third parties
 Willful damage to property
 Theft, fraud or falsification of records
 Intoxication by alcohol or drug abuse
 Threatening behavior or physical violence
 Serious act of negligence which causes unacceptable loss, damage or injury
 Serious act of insubordination
 Serious conflict of interest
 Serious acts of harassment
 Persistent non performance of responsibilities and duties
 Spreading malicious rumors
 Spreading genocide ideology
Management also reserves the right to summarily dismiss an employee who commits a criminal act.
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In some cases WDA may require time to carry out an investigation, in which case, the employee may be suspended on full pay. Upon completion of the investigation, the employee is
asked to attend a meeting with the Director General and the Human Resource Officer, where
the opportunity is given for the employee to state his/her case. The employee may be accompanied by a colleague and can present evidence or provide witnesses during the course of
the interview. If there is sufficient justification, the employee shall be dismissed.
J. Employee Rights
Before any disciplinary procedure and actions are implemented and at all stages of the disciplinary procedure and process, the disciplining manager and the Human Resource Officer must
ensure that the individual employee is made aware of his/her rights as follows:



Right to be accompanied. The employee must be given sufficient time in which to arrange representation if required or a colleague who may fully participate in the disciplinary proceedings at all stages.
Right to be advised of the complaint against them. The employee must be given the
opportunity to state his/her side of the case, together with mitigating factors, which
may affect the final disciplinary decision or otherwise
Right of Appeal: If the employee potentially being disciplined is dissatisfied with the
outcome of any stage of the disciplinary process, the employee has a right of appeal to
a Manager not previously involved with the disciplinary interview process within14
days of being advised of the disciplinary decision in writing.
K. The Right of Appeal against a Disciplinary Decision
Once the outcome of a disciplinary investigation/discussion has been made, the employee is
entitled to appeal against the decision. The most senior manager of the function hears the
appeal.
At appeal, a disciplinary penalty could be reviewed but not increased. The appeal decision
must also be confirmed to the employee in writing.
10. SEPARATION FROM SERVICE
10.1 Policy
WDA aims to retain all capable staff and therefore all options to avoid termination of service
of capable staff will be investigated prior to invoking the termination policies and procedures
described in this section.
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All employees are employed on the basis of an employment contract and various conditions
may cause such a contract to be ended by either the staff member or the Organisation. A contract may be terminated under the following circumstances:
1. Resignation
2. Involuntary Termination
3. Redundancy
4. On grounds of ill health, as advised by a medical officer appointed by the Organisation
5. As a result of early retirement
6. Any breach of the Contract or Code of Conduct.
7. On expiry of the contract period for employees on contract terms of employment.
8. On clocking 65 year mandatory retirement age in case of Civil servants
10.2 Resignation (Voluntary Separation) by the Employee
Any employee who wishes to resign voluntarily from WDA must discuss his/her decision with
the Supervisor or the Human Resource Officer and fulfill the following requirements in order
for the resignation to be accepted.
10.3
Advance Resignation Written Notice
A Staff member who wishes to resign from employment of WDA shall have to give appropriate notice in accordance with his/her contracts of appointment.
 The resignation notice shall be submitted through his/her immediate Supervisor.
This shall be approved by the Director of Administration and Human resources.
Under normal conditions, no clearance shall be issued for resignations filed without the required resignation notice.
If any staff fails to give the notice in writing within the timeframe as required, he/she shall
pay in lieu of notice an equivalent of the period requirement.
10.4
Clearance of Accountabilities
After filing the written notice of resignation and prior to the effective date of resignation, a
staff member must clear all accountabilities and other responsibilities with the Organisation.
All company properties, documents including an identity card, records and other assets in the
staff member’s custody must be surrendered to WDA not later than one day immediately
preceding the effective date of resignation for the issuance of clearance.
10.5
Use of Annual Leave Credits
In normal conditions, annual leave credits shall be commuted to their cash value if the resigned staff member(s) has served for at least one year. However, an employees’ annual leave
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credits may also be used to form part of the provided for notice that this is endorsed and recommended by the immediate Supervisor with approval from the Department Head.
In situations where a resigning employee’s position is Supervisory and/or Managerial, endorsement and recommendation by the concerned departmental head with approval of the
Director General must be undertaken.
10.6 Termination (Involuntary Separation) of the Employee
Termination of employee’s employment services is to be invoked only when informal means
of corrective action have failed to bring about improvements in the expected standards from
individual employees.
This means that WDA shall terminate employee services in cases of non-performance, or
breach of contract and code of conduct, etc as specified in the employee’s contract, or statutory notice. The organisation will terminate employee services after all the alternatives have
been investigated, or if there are serious resource constraints or other causes beyond the
control of the Organisation.
In this case, WDA shall also meet a similar notice period requirement as applied in the different staff contracts or pay them in lieu of notice.
No termination will be effected for an employee on maternity leave.
10.7 Termination without Notice
When an employee is in breach of the terms of contract or Code of Conduct, or commits a
serious offence, WDA may terminate the contract immediately without giving notice or any
compensation in lieu as specified in employee contract, or statutory notice.
11. OCCUPATIONAL HEALTH, SAFETY AND SECURITY
11.1 Health and Safety Policy
It is WDA’s policy to take all necessary steps to ensure the health and safety of our staff and
of all visitors to the premises. At the same time, all employees have a duty to take reasonable
care regarding their personal health and safety and of their colleagues at work.
WDA is committed to maintaining and improving the work environment so that it is safe and
healthy for all staff, contractors and visitors by:
 Complying with the national Occupational Health and Safety legislation, relevant standards and codes of practice and the Workers Compensation Act
 Providing adequate facilities and amenities for the welfare of employees at work
 Investigating all serious injuries and illnesses.
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Employees are responsible for ensuring that their work area is safe by:
 Reporting all injuries and illnesses at work to their Supervisor or Human Resource Office
Unit.
 Reporting potential hazards and unsafe environments to the Human Resource Unit and
taking care not to expose anyone to danger.
11.2 Security Policy for staff
It is recognized that staff of WDA need to be protected from any dangerous situations at the
place of work.
Security guards will be stationed at all offices of WDA to provide security. All staff must follow
security procedures in keeping their valuable assets and those of the organisation.
Any insecurity incident must be reported to the Director General of WDA who may also report
it to nearest police station for further investigation.
11.3 Personal Accident Insurance
All WDA employees will be provided with insurance scheme upon hiring which will cater for
injuries or disability, permanent injury, or death of an employee.
11.4 Equal Opportunities & Gender Equity
WDA is an equal opportunities employer and offers equality of opportunity to all its employees, regardless of race, gender, disability, political persuasion, or other prejudice.
We affirm that gender equity strengthens the institution because it makes it possible to embrace a wider range of thinking and action in decision-making. In this respect, WDA, will monitor and assess progress in the area of creation of equal opportunities and gender balance and
equity, and will re-examine the effectiveness of its policies and programmes on a regular basis.
The objectives of the Equal Opportunity and Gender policies are to:
 Provide equal opportunities for employees in respect of access to job opportunities, training and promotion
 Provide a working environment free from unlawful discrimination
 Minimize and manage reputation and legal risks due to legislation covering equality of treatment
 Employ a workforce which reflects the diverse community at large
 Treat all employees with dignity and respect.
11.5
DUTIES OF THE LEGAL ADVISOR
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Review all the drafted contracts and MoUs and ensure that institution’s interests are
protected to avoid any kind of loss;
Review all legislations that have an impact on the institution and its activities and
make recommendations;
To act as the organisations Counsel and to represent the organisation on legal issues
including representation in the courts of law.
To act as adviser to Board and management on legal related issues especially when
the organisation is entering into any legal relationships with third parties such as contractors.
To draw up all contracts of the organisation including staff employment contracts.
To ensure the safety of all the organisations legal documents and securities pledged
for the loans by the members.
To Review and update Policy and procedure manuals.
To update management on Legal issues.
Follow up legal proceedings where the institution may be involved;
DUTIES OF THE INTERNAL AUDIT DEPARTMENT.
Managing and coordinating institution’s Audit Function;
Develop document, implement, test, and maintain a comprehensive internal audit
plan and system of internal controls.
Examine financial transactions for accuracy and compliance with institutional policies
and applicable laws and regulations
Identify, assess, and evaluate the institution’s risk areas; make appropriate recommendations for improved internal controls and adequacy
To Provide assurance that applicable laws, regulations and institution policies and procedures are complied with judiciously.
To conduct periodic audits and review of all financial aspects of the s operations.
To produce monthly Management Reports and Compile Quarterly Reports to the
Board.
To perform daily checks on the financial transactions and software operations.
To develop and update audit programmes and check lists.
To ensure that accepted accounting and audit principles and polices are followed; and
evaluate whether international accounting procedures are followed.
To advise Heads of departments on the proper keeping of books of accounts and the
stock.
Facilitating financial and operational procedures to ensure value for money
To ensure s annual accounting and reports are prepared in accordance with the Generally Accepted Accounting Principles and they reflect reality
.
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11.7 DUTIES OF PROCUREMENT DEPARTMENT.
To plan, coordinate, manage and implement the procurement and disposal function of the L
institution
 Advise Management on procurement best practices
 Define and manage procurement plan and monitor its execution
 Prepare tender documents;
 Supervise the preparation of contracts in collaboration with legal officer
 Ensuring necessary procurement documentation including keeping related records
 Developing appropriate systems, procedures and guidelines
 Submitting statutory and management reports as specified in the procurement regulations
 Managing the disposal of assets in accordance with the laws and regulations of the
government
 Assist and mentor user departments in implementation of procurement issues
 Ensure adequate contract execution in collaboration with beneficiary unit
 Receipt and safe keeping of bids and related data
 Responsible for the full purchasing process;
 To guide the tender committee on procurement and disposal of the organisation’s assets
 Summarize information for making report concerning procurement.
 Maintaining a list of pre-qualified suppliers for the whole range of the initiatives
goods, services and works, including initiating the recruitment and selection of suppliers in accordance with procurement guidelines.
 Proposing evaluation committees for Tender committee approval
 Communicating with suppliers in matter relating to placement of orders, and preparing response to inquiries from bidders
 Managing the procurement requirement , including compiling annual and quarterly
reports, preparing terms of reference and scope of work for procurement requirements, preparing bid documents, issuing LPO’S, receiving and opening bids, coordinating evaluation of bids and submitting reports to the tender committee.
 Planning, budgeting and controlling of the resources of the Procurement Secretariat;
 Enforcing conformity with Government procurement regulations;
 Putting in place an effective and efficient procurement system;
 Evaluating procurement requirements and recommending the most appropriate procurement procedure;
 Providing timely and accurate secretarial services to the Procurement and Contracts
committee;
 Training and developing members of the Contracts Committee and staff of procurement secretariat;
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ANNEX 1: SAMPLE PROCUREMENT PLAN
I. General
1.
2.
3.
Bank’s approval Date of the procurement Plan [Original: …..]: Revision of Updated Procurement Plan, ……]
Date of General Procurement Notice:
Period covered by this procurement plan:
II. Goods, Works and non-consulting services
1.
Prior Review Threshold: Procurement Decisions subject to Prior Review by the Bank
as stated in Appendix 1 to the Guidelines for Procurement:
Procurement Method
1.
ICB and LIB (Goods)
2.
NCB (Goods)
3.
ICB (Works)
4.
NCB (Works)
5.
(Non-Consultant Services)
Prior Review Threshold
US$
Comments
[Add other methods if necessary]
2.
Pre-qualification. Bidders shall be prequalified in accordance with the provisions of
paragraphs 2.9 and 2.10 of the Guidelines for Procurement of Goods, works and NonConsultants Services, under IBRD Loans and IDA Credits and Grants by World Bank Borrowers,
January 2011
3.
Proposed Procedures for CDD Components (as per paragraph. 3.17 of the Guidelines
for Procurement of Goods, works and Non-Consultants Services, under IBRD Loans and IDA
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Credits and Grants by World Bank Borrowers, January 2011. : [Refer to the relevant CDD
project implementation document approved by the Bank or delete if not applicable]
4.
Reference to (if any) Project Operational/Procurement Manual:
5.
Any Other Special Procurement Arrangements: [including advance procurement and
retroactive financing, if applicable]
Summary of the Procurement Packages planned during the first 18 months after
project effectiveness (including those that are subject to retroactive financing and
advanced procurement)
6.
[List the Packages which require Bank’s prior review first and then the other packages]
1
Ref.
No.
2
Description
3
4
EstiPackages
mated
Cost
US$ million
5
Domestic
Preference
(yes/no)
6
Review
by Bank
(Prior / Post)
7
Comments
Summary
of the ICB
(Works)
Summary
of the ICB
(Goods)
Summary
of the NCB
(Works)
Summary
of the NCB
(Goods)
Summary
of the ICB
(NonConsultant
Services)
III. Selection of Consultants
1.
Prior Review Threshold: Selection decisions subject to Prior Review by Bank as stated
in Appendix 1 to the Guidelines under IBRD and IDA Credits related to Selection and
Employment of Consultants, under IBRD Loans and IDA Credits and Grants by World
Bank Borrowers. January 2011. Selection and Employment of Consultants:
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Prior Review Threshold
Comments
1.
Competitive Methods (Firms)
2.
Single Source (Firms)
3.
Individual
2.
Short list comprising entirely of national consultants: Short list of consultants for services, estimated to cost less than $_100,000_equivalent per contract, may comprise entirely of national consultants in accordance with the provisions of paragraph 2.7 of the
Consultants Guidelines.
Any Other Special Selection Arrangements: [including advance procurement and retroactive financing, if applicable or delete if not applicable]
3.
4.
Consultancy Assignments with Selection Methods and Time Schedule
2
Ref. No.
3
Description
Estimated
of
Assign- Cost
ment
US$ million
Summary of
number of
contracts
that will be
let
under
QCBS
Summary of
number of
contracts
that will be
let
under
other
methods
4
5
6
Packages
Review
Comments
by Bank
(Prior
/
Post)
CQS
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ANNEX 2: DETAILED PROCUREMENT PLAN
I.
General
1. Project information:
a) Country :
b) Borrower :
c) Project Name :
d) Loan/Credit No.
e) Project Implementing Agency (PIA) :
2. Bank’s approval Date of the procurement Plan Revision 1…
3. Date of General Procurement Notice:
4. Period covered by this procurement plan:
II. Goods and Works and non-consulting services
1. Prior Review Threshold: Procurement Decisions subject to Prior Review by the Bank
as stated in Appendix 1 to the Guidelines for Procurement: [Thresholds for applicable procurement methods (not limited to the list below) will be determined by the
Procurement Specialist /Procurement Accredited Staff based on the assessment of
the implementing agency’s capacity.
Goods, Works and Non Consulting Services
No
Procurement
Method
1
2
3
4
5
6
7
8
ICB (Goods)
LIB (Goods)
NCB (Goods)
Shopping (Goods)
ICB (Works)
NCB (Works)
Shopping (Works)
ICB
(NonConsultant Services)
Threshold
in US Dollars
Prior Review Thre- Comments
shold in US Dollars
.
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Procurement Packages with Methods and Time Schedule
*List the Packages which require Bank’s prior review first and then the other packages]
1
2
3
Ref.
No.
Contract Esti(Descrip mate
tion)
d
Cost
4
5
Procure- Prement
qualification
Method (yes/no
)
6
7
8
9
Domestic Preference
(yes/no)
Review
by
Bank
(Prior /
Post)
Expected
BidOpening
Date
Comments
1
2
3
4
5
Etc
3.
4.
5.
6.
7.
8.
Prequalification. Bidders for complex works and goods shall be prequalified in accordance with the provisions of paragraphs 2.9 and 2.10 of the Guidelines for Procurement of Goods, works and Non-Consultants Services, under IBRD Loans and
IDA Credits and Grants by World Bank Borrowers, January 2011
Proposed Procedures for CDD Components (as per paragraph. 3.17 of Guidelines
for Procurement of Goods, works and Non-Consultants Services, under IBRD Loans
and IDA Credits and Grants by World Bank Borrowers, January 2011
[Refer to the relevant CDD project implementation document approved by the
Bank].
Reference to (if any) Project Operational/Procurement Manual:
Any Other Special Procurement Arrangements:
Procurement Packages with Methods and Time Schedule
III. Selection of Consultants
1.
Prior Review Threshold: Selection decisions subject to Prior Review by Bank as
stated in Appendix 1 to the Guidelines Selection and Employment of Consultants:
Selection Method
1.
2.
3.
4.
5.
6.
Ceiling
Prior
Review Comments
Threshold
QCBS
QBS
LCS
CQS
SSS
IC
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2. Short list comprising entirely of national consultants: Short list of consultants for services, estimated to cost less than $100 000 _______equivalent per contract, may comprise
entirely of national consultants in accordance with the provisions of paragraph 2.7 of
the Consultant Guidelines.
3. Any Other Special Selection Arrangements: including advance procurement and retroactive financing, if applicable
4. Procurement plan with Selection Methods and Time Schedule
*List the Packages which require Bank’s prior review first and then the other packages+
1
Ref.
No.
2
Contract
(Description)
3
Estimated
Cost
4
Selection
Method
5
Review
by Bank
(Prior / Post)
6
Expected
BidOpening
Date
7
Comments
1
2
3
4
5
Etc
IV. Implementing Agency Capacity Building Activities with Time Schedule
1. In this section the agreed Capacity Building Activities (some items could be from Use
of Country System recommendation) are listed with time schedule
No.
Expected outcome Estimated
/
Cost
Activity Description
Estimated Du- Start Date
ration
Comments
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ANNEX 3: ADDITIONAL ADMINISTRATIVE REGULATIONS
1.1 Staff Travel
Included in HR policies and regulations?
1.2
Communication Facilities
General
Telephones, fax and emai1 facilities are provided solely to enable staff to communicate in order to carry out their work in an efficient and cost effective manner.
Local Phone Calls
Calls should normally be made to land-line numbers in preference to using mobile numbers as
calls to mobile numbers are charged at a higher rate than land-line to land-line ones; Mobile
numbers should only be called as a last resort.
International Phone Calls
No international calls should be made without the prior approval of the Project Director or TA
Team Leader. All international calls and faxes should be recorded in the international telephone call record file maintained by the Secretary. Information recorded includes: date; name
of caller, destination country and number; purpose and approximate duration of the call.
The duration of each call should be as short as possible, not only to minimise the cost of each
call but also to allow access to the line for other outgoing and incoming calls.
Private Communications
(The private use of the office telephone is prohibited except for emergency cases only. Staff
should use their own mobiles for any personal calls.
The use of office computers for sending and receiving personal email messages is also prohibited. All staff is expected to show a responsible attitude and to observe the above procedures.
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IT/MIS Policy
1.3.1 Computer Use

IT hardware must be treated with care and used only in accordance with the proper operating instructions. Any apparent fault with hardware should be reported
promptly to the MIS Advisor and Manager.

Employees may not move any hardware from its place without prior approval from
the MIS Advisor and Manager. This is including printers, computer and/or any other devices.

Employees may not provide sensitive technical information about TVET’s MIS services to any non-TVET employee without permission from the MIS Advisor and
Manager. Such information includes, but is not limited to: network IP addresses,
e-mail directory, all firewall related information, location of network equipment
and passwords. If you are not sure whether the information you are about to provide is considered sensitive, please contact the MIS Advisor and Manager for verification.

Users must not by any deliberate or careless act or omission jeopardize or seek to
jeopardize the integrity of any IT equipment, and/or its software and/or any information stored within it and/or accessed through it.

Users must not access and/or attempt to access any IT equipment, software
and/or data which they are not properly authorized to access. In particular, the
confidentiality of data belonging to other users must be respected.

Users must not install or execute on a TVET computer any software obtained from
a third party source, unless such software has been previously checked and
cleared of the presence of malicious software by the MIS Advisor and Manager.
Even though, the installation should be handled by MIS Advisor and Manager only.

TVET users must not connect any unauthorized equipment or software to the network without consultation and prior approval from the MIS Advisor and Manager.
If the MIS Advisor and Manager has reasonable grounds for believing that any
equipment or software may be the cause of unacceptable degradation of the per-
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formance of the network detrimental to other users, then the user must cooperate
with the disconnection of the equipment or software from the network.

Authorized users of the TVET network may not add to or delete any computer
software programmes provided by TVET Advisor and Manager. If any additional
software is required, a request for such software must be submitted to the MIS
Advisor and Manager for evaluation and testing for system compatibility. This
must be done prior to any use on the individual workstation or notebook. Computer software settings (desktop wallpaper, color schemes and utilities) may be of
the individual user’s choice as long as they do not conflict with any other provision
of these guidelines.
1.3.2 Password policy:
Each employee should access TVET network using his user name and password. Employees should not disclose their passwords to anyone inside or outside of TVET except
when an urgent business demand necessitates providing it to a colleague, or to the MIS
Advisor and Manager. The user should change his password as soon as he/ she provides it
to any other person for emergency case.
1.3.3 Virus Protection:
Files obtained from sources outside of TVET, including diskettes, files downloaded from
the Internet and files attached to e-mail, may contain computer viruses that may damage
TVET’s network. Employees should never download files from the Internet, open e-mail
attachments from unknown sources or use diskettes from non-TVET sources without first
scanning the material with TVET-approved virus checking software. All in-house PC’s must
run the latest TVET-approved virus protection programme. Please contact the MIS Advisor and Manager with any questions you may have. If you suspect that a virus has been
introduced to TVET’s network, you must notify the MIS Advisor and Manager immediately.
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1.3.4 Internet and Email usage:

All business use of electronic mail must be performed on TVET-provided mail systems. Business use of non-TVET-provided electronic mail systems is strictly prohibited.
This includes the use of web-based electronic mail (e.g. Hotmail, Yahoo-
mail, etc).

Use of the Internet or of e-mail to send messages in violation of any of TVET’s other internal policies, including those on Solicitation and Harassment in the
Workplace, is strictly forbidden. This includes sending offensive messages, ethnic
or racial slurs or any other message that can be construed as harassment or disparagement of others, race, national origin, religion, age, disability, or any other status protected by law.

TVET management expects the usage of Internet access primarily for businessrelated purposes. There are limitations to the use of TVET’ systems for nonbusiness purposes, and there are prohibitions on sharing or retrieving certain confidential information.

Employees may not use TVET’s Internet connection to download games or other
entertainment software or play games over the Internet. Also, employees may not
illegally copy from the Internet material protected under copyright law or make
that material available to others for copying.

Audio, video, and image files require significant storage space; therefore, files of
this or any other sort may not be downloaded onto employee’s computer unless
they are business-related.
1.4
Use of Cars
Responsibility
Project cars are made available to meet the transport requirements of project activities and
to ensure the smooth progress of work.
The Project Director and the Team Leader or any assigned staff is responsible for the allocation and day-to-day management of all cars.
Approval
All staff must obtain prior consent from the Project Director or Team Leader for every journey
they wish to undertake in a project or private vehicle.
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Use of Transport
Project cars shall be used, on a pool basis, for the collection and delivery of official mail within
Rwanda. They shall also be used to transport project staff during the implementation of project activities.
(All full-day trips and extended visits outside Kigali shall be arranged at least two days in advance of requirement Vehicle allocation for long trips will be on a strict and fair rotational basis.
During periods of peak transport demand additional vehicles may be rented on a short-term
basis, if required
Drivers
Where possible, each individual vehicle shall be allocated to one specific driver.
The driver of each car shall maintain a vehicle logbook. . The logbook must show at least the
following details for each individual journey:
•
Date
•
Destination or route
•
Mileage at the start of the journey
•
Mileage at the end of the journey
•
Note: ‘official’ or ‘private’
•
Driver’s name
•
Quantity and value of fuel acquisition
•
Signature of the Project Director / or TL at the end of each page
The fuel consumption of every vehicle is to be calculated at the end of a week/month (depending on the deployment of the vehicle) and must be verified by the Project Director. Explanation of variances must be noted.
Private use of vehicles needs the authorization of the Project Director/Team Leader. Private
use of vehicles has to be indicated in the logbook as line item and invoiced accordingly.
1.5
Correspondence and Document Control
1.5.1 General
All incoming and outgoing correspondence (including letters, telefaxes, reports, etc.) shall be
recorded in the correspondence register.
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All official outgoing correspondence regarding PMU must bear the signature of the Project
Director, and all official outgoing correspondence regarding TAT must bear the signature of
the Team Leader.
1.5.2 Incoming Correspondence
All incoming correspondence (letters, fax, etc.) shall be stamped by the Secretary, indicating
the date of receipt. The original shall be transferred to the recipient; the copy of the incoming
correspondence shall be filed in chronological order.
1.5.3 Outgoing Correspondence
All outgoing correspondence shall be given a reference number which shall be shown on the
first page.
A photocopy of the complete correspondence (i.e. with all annexes) shall be filed in chronological order, see below “Filing System”, marked with the departure date and time.
A 'Document Delivery Note' (DDN) should be completed by the Secretary and stamped on all
correspondence which shall be hand delivered (normally by drivers or the office assistant)
within the Cairo area. At the time of delivery the recipient shall be requested to confirm official receipt by completing and signing the DDN which should then be returned to the Secretary for filing as evidence of safe delivery.
All official and personal outgoing international faxes shall be clearly identified in the international calls log book. The cost of all personal faxes and international telephone calls shall be
reimbursed to the Accountant as soon as the telephone bill has been received.
1.5.4 Filing System
The filing system is intended to help:
 Improve economic efficiency and quality,
 Maintain a formally correct filing system.
In order to achieve these objectives the system has to be used according the obligatory file
structure. Each member of staff is responsible for maintaining the system, filing documents in
accordance with the rules.
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1.5.5 Electronic and paper files
All relevant electronic correspondence (Emails) shall be printed out and filed according the
File Structure.
1.5.6 Obligatory file structure
 The file structure for the SDP/SDF will be specified in the project Orientation and Rules.
These rules must be strictly applied.
 For the PMPU, SDP and SDF, the structure for archiving all paper files and the respective
responsibilities will follow but not be limited to the following guideline:
Folder
Subfolder
Explanation
Responsibility
A. Agreement Is- Subfolders to be added ac- Agreements, Contracts
sues
cording further requirements
SDP Manager
B. Correspondence
B.1 with WB
Includes
Meeting
B.2 with WDA, Ministries & Agendas, etc.
other
government
agencies
Secretary
B.3 with external partners
PMPU/SDF
B.4 with VTCs
B.5 with Sub-grant beneficiaries
B.6. Others
C. Internal
C.1 Memos
C.2 Meeting Agendas and
Minutes
C.3 Visit reports
C.4 Presentations
C.5 Others
D. Personnel
E. Reports
D.1 PMPU/SDP/SDF
D.2 VTCs
E.1
Regular
Secretary
PMPU/SDF
Files to be concealed
Reports Inception,
Accountant
Quarterly, Secretary
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(Monthly, quarterly, bi- etc.
annual, annual)
including Work Plans
E.2 Extraordinary Reports
E.3 Monitoring and Reporting
E.4 Others
Visits, Questionnaires
F. Studies
F.1 Study [title]
F.2 Study [title]
F.3 Study [title]
PMPU/SDF
Including all correspondence associated
TA
with the particular
study
G. Workshops,
Subfolders to be added ac- Including all correStudy
Tours cording further require- spondence associated
TA
and Seminars
ments
with the particular matter
H. Training
Subfolders to be added according further requirements
TE
I. empty
J. empty
K. empty
PF. Procurement To be filed separately ac- Files to be concealed
and Finance
cording department’s rules
1.6
Library
All information of general interest shall be added in the Library, especially:
 Books and manuals
 Directories (of companies, associations, etc.)
 Brochures
 Studies, Reports, Research paper, etc.
 Visit reports, Questionnaires
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Responsible for the Library shall be KE4.
1.7
Open Share Folder / Intranet
At the Open Share Folder on the Server each staff member has one folder for easy data transfer. The folder “Final Documents” contains (read – only) relevant documents (reports, studies,
questionnaires, etc.).
Intranet and a Project Website will be designed and installed with the assistance of the Directorate of ICT.
The persons responsible for the Open Share Folder / Intranet shall be the Director of ICT in
WDA.
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