Major Duties and Responsibilities

1. Urban governance and human resource capacity building policies and strategies; Develop legal frameworks, professional standards and implementation manuals;

• Generates ideas related to the work of the sector for the preparation of policies and strategies for urban governance and human resource capacity building, and presents them to the concerned parties.
• In order to establish a convenient urban governance system in cities, it will create a system to create an institutional organization that streamlines the process.
• Supports and follow up professionals in order to formulate urban governance and human resource capacity building policy and when they are approved, supports its implementation.
• Formulates projects to implement the urban governance and human resource capacity building policies and strategies and mobilize fund for its implementation and monitor its progress.
• Supports the provision of training in urban governance and human resource capacity building policies, strategies and legal frameworks;
• Urban governance and human resource capacity building policies, strategies and occupational standards implementation manuals will be prepared; when they are approved, they will be implemented.
• Confirms, determines, and monitors various memorandum of understanding documents prepared in the sector for municipal service professional standardization and human resource development.
• Confirms and determines the concept paper presented on specific urban service professions for which occupational standards are to be prepared for.
• Supports, coordinates and monitors the preparation of occupational standards and competency assessment tools for municipal services professions.
• Coordinates and leads the forum to introduce the studies, occupational standards and competency assessment tools to the stakeholders.
• It supports regions and cities to learn from each other by setting up a platform for sharing experiences, leads, and monitors and supports the platform.
• In municipal service professions, presents lead assessors’ fee for relevant department follow up its implementation.

2. To develop and improve operational systems;

• Establishes a convenient urban governance system in cities creates and implements an institutional organization that streamlines the process.
• Develop and implement an effective system for urban leadership training and deployment.
• Creates a system of evaluation criteria for professional and verification of competence of municipal Human Resources;
• Designs an operational strategy by summarizing experiences at the international level, develops an effective operational system, and makes it practical so that the desk performance system follows new operational methods.
• Prepares occupational standards and assessment tools for municipal service professions, evaluates the prepared ones, enriches them, and compiles best practices; Establishes an effective operating system.
• Supports and monitors the identification, formulation and dissemination of best practices in urban human resource development and deployment;
• Coordinates the Ethiopian Cities Forum event; follows up and conducts evaluation of the forum for cost-effectiveness.

3. Lead and support the capacity building of urban human resources;

• Leads The Forum of City Mayors in order it to make it serve as a permanent platform for capacity building and exchange of experiences.
• It will institutionalize the skill level of human resources of the sector.
• Organizes centers of excellence for training and research in the field of urban development.
• Adjusts the education and training provided by institutions in the areas of urban land, housing development, municipal service and urban planning to meet the needs of the sector.
• Coordinates trainings, monitors, evaluates the effectiveness, and takes improvement measures so that city leaders can improve themselves with the ever-growing technology and knowledge so that they can get qualified personnel.
• In order to empower the sector’s workforce and guide them with new technology, and to have an institutional knowledge base in the sector where the management and experts can continuously develop their knowledge and skills, ensure the establishment of a short term training center and when the institution is created, it coordinates, monitors, evaluates and improves its effectiveness.
• Facilitates the working conditions, when the institution is created, it coordinates, monitors, evaluates and improves its effectiveness.
• In order for the people’s participation in the development of cities to grow continuously, the work of raising their awareness and building their capacity will be carried out by providing training to the executive and city council members at all levels on operational legal frameworks.

4. Urban governance and human resource capacity building policies, strategies, legal frameworks, professional standards, implementation manuals and operational systems, supporting implementation monitoring and performance studies;

• Conduct research to create an institutional organization that streamlines the process; will follow in order to establish a convenient urban governance system in the cities,
• Based on the results of the research, it will establish and implement a system of urban leadership and institutional organization that can ensure justice by ensuring fair management and use of resources, distribution and utilization of resources, and access to infrastructure; will follow.
• Monitors the implementation and effectiveness of formulated urban governance and human resource capacity building policies, strategies, legal frameworks, professional standards, implementation manuals and operating systems; supports;
• If it is governmental or non-governmental, it will jointly prepare a plan with various educational and training institutions and coordinate its implementation with organizations working on standardization of municipal service professions and human resource development and professional enrichment; Sign the Memorandum of Understanding/; Evaluates assignments.
• Conduct and follow up a policy performance evaluation study regarding urban governance and human resource capacity building;
• Identify challenges in performance and conduct problem-solving studies; reviews that conducted by experts; develops and enriches to improving the document.
• By carrying out a survey on the satisfaction and needs of the customers of the sector, it will design the situation in which the system can be improved.

3.1 The bureau’s main achievements and assignments under execution
The bureau under Capacity Building for Decentralized Service Delivery (CBDSD) program executed the Civil Service Reform Program, Restructuring and Empowering Local Governments and Strengthening the Ministry of Capacity Building.
The Bureau designed Urban Development Fund and implemented a total of 67 projects of which 46 are infrastructure building and 21 are procurements on 11 selected cities using 10 million Euro fund received by the Agreement reached between governments of Federal Democratic Republic of Ethiopia and German Federal Republic.
The Bureau coordinated and mobilized a World Bank loan of 300 million Dollars for the implementation of vast infrastructures and capacity building projects under 19 cities from different regions including Addis Ababa and Dire Dawa city Administrations.
The bureau is under implementation of 8 main and 8 pro poor projects in 8 cities including emerging regions using a 10 million Euro and 4.7 million dollar fund received by the Agreement reached between German Federal Republic and Federal Democratic Republic of Ethiopia
The bureau utilized a public sector capacity building program (PSCAP) fund for improving cities human resource capacity by providing different training arrangements particularly urban Management degree program for more than 2100 leaders and professionals.
The bureau geared it projects towards creating job opportunity and to this day created job opportunity for more than 212 281 people of females constitute more than 41%.
The bureau in its effort to ensures social and environmental safeguard in all fund projects, it implemented Full Resettlement Action Plan and abbreviated resettlement action plan for 96 projects and for ongoing 37 projects. Additionally, full and partial environmental impact assessment was exercised for 248 projects and now under execution for 248 projects. Environmental and social screening was made to 1680 projects sites.

Provided and delivered many capacity building trainings on vast urban subjects including Capital Investment Plan (CIP), Municipal Asset Management Plan, Revenue Enhancement Plan, Environmental and social frameworks, Contract administration etc for city administration leaders and professionals.
In Its effort to standardize municipal service delivery in the country, it succeeded in designing 2 standards for consultancy service, contractors, and construction professionals; in addition 3 standards are developed for Fire prevention and control service profession. By now it is preparing 14 standards for different municipal services.
The bureau being envisaging cities future development direction created a fertile ground for sharing their experiences, to promote cities investment opportunities and sisterhood between them by designing and coordinating Ethiopian Cities week.

4.1 TVET based Occupational Standards of 8 selected Municipal services
Solid Waste Management
Urban Greenery
Water and Waste Water operation
Cemetery Mourning and Funeral operation
Regulatory Services
Document authentication and Vital Statistics Registration
Fire and Emergency services
Community Participation
4.2 Curriculum for the aforementioned municipal services
4.3 The bottom two level TVET teaching Learning Materials of the aforementioned municipal services
4.4 Human resource development implementation manuals and Directives
Human Resource Development Strategy
Cooperative training manual
On-job training and quality club structuring manual
Occupational Standard preparation manual
Training need assessment manual
Occupational competence assessment manual
Human Resource Development Program Monitoring and Evaluation manual
Municipality Service professionals’ assessment directive
4.5 Gondar Market Resettlement Executive Summary