August 2016

Technical Competency Framework

Governance Cadre
1. Introduction
About the Advisory Cadres
DFID advisers help identify, generate and utilise the best evidence,
knowledge, technology and ideas to improve the effectiveness and impact of
the UK’s aid programme. Advisers have key roles in programme design,
management and evaluation, and in influencing the broader development and
implementation of policy. They have strong links with development networks,
research organisations and professional bodies both in the UK and
internationally.

There are thirteen professional cadres with a combined total of more than 850
accredited advisers, around a 1/3 of the total DFID workforce. The majority of
these advisers are on-cadre1 and are deployed throughout DFID HQ and
overseas (a small proportion are off-cadre for various reasons but continue to
retain their accreditation2). The Economics and Statistics cadres are linked to
government-wide advisory services.3 All DFID advisers need to continually
update and refresh their skills, through their cadre programmes of continuing
professional development (CPD), in line with the latest trends in global
development, poverty reduction and UK policy.

How the technical competency framework should be

used
DFID advisory technical competency frameworks are consistent in design and
application, the only difference is in the technical content.

This framework will be used by recruiters for workforce planning, by Heads of

Profession for benchmarking, standard setting aligned to cadre priorities; and
resource planning, performance management and development support by
Technical Quality Assurers, and by advisers themselves for planning and
implementation of development priorities, postings and career planning. The
framework may also be used by other government departments and external
partner organisations for collaboration and partnership working.

1 These advisers are working in posts where at least 40% of their time is spent on technical work, they
spend 10% of their time undertaking work for the wider cadre, and they undertake a minimum of 50hrs
per year (with an expected range of 50 to 100 hours) on relevant continuing professional development,
including attending professional development conferences organised by the Head of Profession
2 Accreditation can be maintained for up to two posts or five years in off cadre posts, as long as

professional development is continued

3 The Government Economic Service and the Government Statistical Service respectively
Introduction to the Governance Cadre
Governance is about how a country manages its affairs, including how power
and resources are acquired, managed and distributed. It is about political
relations and bargaining processes amongst elites and between the elites and
different social interests. Effective governance requires state capability to get
things done, accountability to citizens, and responsiveness to citizens’ needs
and rights. There is no standard recipe for improving governance and the
evidence shows technical fixes alone do not work. This means our approach
should be tailored to local context and informed by rigorous analysis of the
underlying political-economy and related constraints and opportunities.

The governance cadre is one of DFID’s largest cadres comprising

approximately 120 on-cadre advisers and a further 50 accredited advisers.
GA’s work in almost every country office, policy and research team, reflecting
the centrality of governance to DFID and HMG work. Cadre members come
from a variety of backgrounds including political science, law, accountancy,
organisational development and change management.

DFID Governance Advisers support improvements in governance and politics

that enable development, stability, and inclusive growth and improved
opportunities for the poorest and marginalised groups. In so doing, they play
an important role in helping DFID to tackle the underlying causes of poverty
and instability, which is central to both the UK Aid Strategy and the new
Sustainable Development Goals.

Drawing on a range of evidence and rigorous analysis, Governance Advisers

work to understand the political and institutional environment in DFID country
contexts and translate this thinking into effective strategies and programmes.
Governance Advisers have a key role in helping reduce the risks associated
with poor governance, in particular: state fragility, violent conflict, insecurity,
crime and corruption. Governance Advisers drive policy thinking and lead the
design, delivery and monitoring of programmes which build effective,
accountable and inclusive states, which respond to the needs of citizens.
Often this involves working at multiple levels: locally with poor people
themselves, with national institutions and governments, with the international
systems and processes; and with colleagues from the FCO, MoD and other
government departments. Governance advisers also play an important role in
the delivery of other DFID strategic objectives, including the institutional and
political aspects of work on economic development, service delivery and
climate change.

Relation to the Conflict Cadre

The work of the conflict and governance cadres is closely related. Both cadres
undertake political analysis, develop and implement interventions and
strategies to address conflict and fragility (including security and justice
programming). The cadres frequently work and learn together, including in
joint professional development conferences. Many advisers are accredited to
both cadres. The principle differences are the non-conflict related dimensions
of the governance role (e.g. around public sector management and reform)
and some specialist conflict programming roles (e.g. around peace processes
and peacebuilding/stabilisation).

Qualifications and Experience

All Governance Advisers are required to have a minimum of a Masters’
degree or equivalent level of academic and professional experience in a
related area (including development studies, sociology, political science, law
and accounting). In exceptional circumstances substantial experience will be
accepted in lieu of higher degrees. Knowledge and experience gained
working on or in developing countries and/or in fragile and conflict affected
environments, is required.

Competencies:
The competencies for the Governance cadre fall into the following types:

1. Shared Advisory Competency: This competency is common to all

DFID advisory cadres and describes the essential skills required to be
an adviser in DFID. This can be used alongside the primary
competencies in job specific recruitment, and will be tested at
recruitment to the cadre (accreditation) or promotion within a cadre
(TCA).

2. Primary Competencies: All advisers accredited to the cadre will

demonstrate these competencies.

3. Specialist Competencies: It is not expected that all advisers or senior

advisers will be specialists in all technical areas, but broad technical
benchmarks by grade will apply4. All advisers are also required to
demonstrate the ability to apply governance insights and know-how
into other areas of development work.

4. Additional Competencies: Some advisory posts require the

application of governance competencies in certain fields outside the
core specialist areas, and additional competencies may be specified for
recruitment for specific posts. Some examples are given in section 2.

4 A1 governance advisers are expected to have substantial policy and programmatic knowledge and
leadership experience in at least three specialist competency areas, with specialist knowledge in one;
A2 advisers are expected to have strong knowledge and experience in two areas; and A2L advisers are
expected to have good knowledge and experience in two areas.
Cross Cutting Issues
In addition to the competencies, all DFID advisers are expected to be able to
deploy their own specialism through the following lenses, taking account of
cross cutting issues. Governance advisers should:

 Understand the political economy context in which DFID is

operating, including how power is exercised and by whom, the
inclusion/exclusion of the poor, the incentives which shape elite
behaviour and how development interventions may affect these
incentives. Use this understanding to inform decision making.

 Understand gender equality including legislation, UK and

international commitments, gender inequalities, and the differential
effects of interventions on men and women.

 Understand conflict in the context in which DFID is operating,

including the factors causing and exacerbating conflict, the actors
involved and the relationship between conflict, development and aid
programming. Apply this understanding to ensure a conflict sensitive
approach to DFID interventions.

 Understand the climate and environment context in which DFID is

operating including vulnerability to climate change, environmental
degradation, loss of habitat and depletion of natural resources. Use this
understanding to inform decision making.

 Understand economic development processes and policy, including

inclusive growth, private sector investment and key economic
concepts. Be able to apply this understanding to own analysis and
programming to promote growth which creates more productive jobs
and secures benefits across society.

 Understand the potential of digital technology to improve the reach

and value for money of development interventions. Integrate digital
effectively in programmes, and use digital tools to work smarter, and to
collaborate and communicate effectively

The cadre specific competencies are underpinned by the principles of the

civil service, international, and where appropriate the Policy Profession
competencies. These civil service wide competencies provide the foundation
upon which the DFID technical competencies are built. In the delivery of
technical expertise advisers must demonstrate the core values of the civil
service and the behaviours set out by these broader frameworks.
Competencies and Advisory Grades
The Civil Service competency framework provides a short narrative and
examples of the desired and less desired behaviours of civil servants at all the
different grades. This provides a good basis for determining grades in terms
of generalist competencies and many of the descriptions hold true for
technical activities as well as generalist ones.

As with the Civil Service competencies, the technical competency framework

remains the same across all grades. What changes by grade are the desired
behaviours and context for the technical knowledge required, as well as the
levels of risk, complexity and responsibility advisers will be expected and able
to cover. [Some cadres have technical benchmarks to guide the grading of
posts and other processes which outline the levels of experience, technical
depth and understanding required at different grades.]

A2L advisers will meet the key competency areas and be able to provide
sound technical advice in the areas they have experience of. They will be able
to design, manage and lead clearly defined projects, policy issues and
technical processes such as dialog and stakeholder engagement with lower
levels of risk and complexity.

A2 advisers should be able to lead project and programme design,

management and oversight and be able to operate at country and or
departmental level independently. They should be aware of the relevant
evidence in their technical area and be able to provide sound technical advice
and support and lead technical discussions. This will include some level of
setting direction and technical strategic leadership not just narrow technical
guidance.

A1 advisers are expected to be able to represent DFID in technical

discussions at the highest levels. Be able to design, manage and oversee the
most complex, high risk and high value projects and advise on complex and
tricky technical issues. They will be able to apply their generalist leadership
capabilities such as setting direction in their technical work and building
capability of others.
 Summary of Governance Competencies
Type Competencies
Shared  Understand international development.
Advisory  Use evidence to inform policy and programming.
Competency  Design and manage programmes and projects.
 Develop and implement policy
 Apply economic and commercial concepts
Primary Applied Governance and Political-Economy Analysis
Competency Understanding of governance evidence, policy and practice in a range of
settings; knowledge of political systems, core governance concepts and global,
regional and transnational drivers of governance change; ability to apply
political and institutional analysis and use this to influence strategic planning
and programming decisions across DFID and HMG.
Specialist Security, Justice and Human Rights
Competencies Understanding of how security, justice and human rights contribute to
development and stability, and their impact on different groups, particularly
women. Knowledge of different legal systems, including non-state justice
systems. Ability to work with HMG, national and international actors to deliver
security, justice and human rights programmes and policies.
Accountable and Inclusive Politics
Understanding of how to foster inclusive political systems—including work on
elections, parliaments, political parties, civil society and media—while
managing the risks. Ability to provide advice, policy direction and programme
leadership on political governance and accountability, working with HMG,
country and international partners.
Public Sector Governance and Service Delivery
Knowledge of public sector governance at national and local levels and
application in particular service delivery sectors. Ability to provide analytical,
advisory and programme support to civil service and sector reform processes
that contribute to the sustainable improvements in service delivery.
Inclusive Growth and Economic Development
Knowledge of the institutional and political barriers to inclusive growth and
economic development. Ability to provide analytical and programmatic support
to economic development work in a range of settings.
Public Financial Management and Domestic Revenue Mobilisation
Understanding the role of public financial management and domestic revenue
mobilisation in development, accountability and state-building processes.
Ability to provide advice, policy direction and programme leadership on PFM
and DRM, working with HMG, country and international partners.
Anti-Corruption
Understanding the causes and effects of corruption in countries as well as
corruption’s transnational and multi-sectoral nature. Ability to provide strategic
advice, work across other UK government departments and internationally, and
design and deliver programmes and strategies on corruption.
Additional  Climate Change: understanding the governance and political aspects of
Competencies climate change and advice on politically savvy approaches to support
mitigation/adaption, manage climate finance and build institutional capacity
 Urbanisation: understanding the governance/political context for
urbanisation and advice on urban policy and planning, municipal capacity
building, security/justice & citizen accountability in complex urban settings.
 Migration and Organised Crime: understanding the political-economy of
organised crime and migration and advice on implications for work on
governance, security and justice in partner countries and internationally.
 New technologies: understanding the role of digital technologies in
supporting and constraining governance change and advice on
applications for improved public sector governance, citizen empowerment
and accountability.
 The Governance Competencies in Depth5
Shared Advisory Competency

(i) Understand the processes, institutions and organisations that

shape the changing international development context in which
DFID operates, including the Sustainable Development Goals, ODA
rules, UK legislation and government structures, and the roles of
multilateral organisations and processes in development
(ii) Develop and implement policy, including open and collaborative
policy making and scaling-up policy solutions.
(iii) Use evidence to inform policy and programming. Analyse and
critically appraise a wide range of data and evidence and engage with
and implement high quality evaluation processes and design projects
in a way that enables DFID to learn from its projects and programmes.
(iv) Design and manage programmes and projects. Have skills to
undertake the Senior Responsible Owner role, including working with
partners/suppliers, understanding and practising risk management,
financial management, commercial awareness and value for money
at all stages of the programme cycle.
(v) Apply key economic and commercial concepts (i.e. incentives;
choice; markets; public policy and government failure); being able to
robustly compare costs and benefits;

5 This section is primarily intended as a guide for Governance Advisers when thinking about their
learning and professional development needs across the competency framework. It can also be used to
inform recruitment exercises but candidates are not expected to have comprehensive knowledge across
all aspects of each competency.
Primary Competency: Applied Governance and Political-Economy
Analysis

Understanding of governance evidence, policy and practice in a range of

settings. Knowledge of political systems, core governance concepts and
global, regional and transnational drivers of governance change. Ability to
apply political and institutional analysis and use this to influence strategic
planning and programming decisions across DFID and HMG.

Includes knowledge and understanding of: Enabling Governance Advisers to:

 Core governance concepts
(capability, accountability,
responsiveness, legitimacy,
empowerment, rights) and relevance
to different country contexts
 The operation and functioning of
different political systems,
including authoritarian, transition and
democratic types
 Governance in conflict and fragile
contexts including approaches to
building stability, inclusive political
settlements, conflict prevention.
 The relationship between
governance and development
outcomes including stability, growth,
human development and gender
 Political-economy analysis and
tools for understanding country and
regional contexts and their strengths
and weaknesses, (e.g. Country
Poverty Reduction Diagnostics,
Inclusive Growth Diagnostics,
Country Governance Analysis, Joint
Analysis of Conflict and Stability).
 Institutional analysis and public
management reform concepts
(including new public management,
good enough/best fit approaches).
 Political influencing and
engagement and behaviour change
approaches (e.g. nudge theory)
 Programming instruments and
approaches, including budget
support, results-based aid, flexible
and adaptive approaches
 Regional and global governance
context, including key transnational
drivers such as organised crime, illicit
finance and violent extremism.
 Governance research and evidence
and implications for operational
practice, particularly in fragile states.
 Build big-picture understanding
amongst DFID, HMG and development
partners of the governance and political
context
 Shape DFID/HMG strategic direction by
identifying emerging governance,
political and institutional trends and the
implications for policy and practice
 Lead governance, political-economy
and / or institutional analysis that
informs policies and programming
 Help make effective decisions and
achieve value for money by assessing
country performance against DFID
partnership principles and analyse risk
(including political, reputational and
fiduciary risks).
 Assess the impacts of governance
problems on specific social
groups/constituencies, including
poor/marginalised groups and women
and girls and on the private sector
 Assess the regional and international
factors that can undermine governance
and stability
 Develop governance approaches and
interventions which are conflict
sensitive and contribute to peace and
stability goals in fragile settings.
 Deploy a range of different
programming instruments and
approaches to support governance
change
 Collaborate and partner with key
stakeholders (country, HMG,
international) and drive change using
knowledge and evidence from diverse
sources.
Specialist Competency: Accountable and Inclusive Politics

Understanding of how to foster inclusive political systems—including work on

elections, parliaments, political parties, civil society and media—while
managing the risks. Ability to provide advice, policy direction and programme
leadership on political governance and accountability, working with HMG,
country and international partners.

Includes knowledge and understanding of: Enabling Governance Advisers to:

 Approaches to building inclusive and
legitimate political systems in fragile
and conflict-affected environments, and
the risks related to political transitions.
 Elections, political parties,
parliaments, civil society and the
media in developing countries and
lessons from donor support in these
areas.
 The roles and functions of
accountability institutions (Supreme
Audit institutions, Anti-Corruption
Commissions, human rights
commissions, ombudsman offices etc)
and the relationships between them.
 Strategies that citizens/civil society use
to demand rights and accountability,
including use of new technologies,
and the challenges and risks they face
in different contexts.
 Approaches to strengthening
accountability and transparency in key
social sectors
 Strategies and programmes to support
coalitions for change and overcome
collective action problems
 Strategies and approaches to promote
the participation, representation and
rights of women and excluded groups
in political processes.
 The role of new international
initiatives on transparency and
accountability (e.g. Open Government
Partnership; Extractives Industries
transparency Initiatives) – and links to
work at the country level.
 Analyse political processes and
accountability institutions in partner
countries and identify entry points for
DFID engagement
 Lead/contribute to policy
development in areas of political
governance (including elections,
parliaments, political parties, civil
society and the media) and provide
high-level advice to government and
other partners.
 Design, review and oversee
programmes supporting accountable
and inclusive politics in a range of
country contexts – including fragile
and conflict-affected states.
 Work with a wide-range of
stakeholders, including the FCO and
other donors, in promoting
accountable and inclusive politics.
 Advise on incorporating
transparency and accountability
measures into sector programmes,
including use of new technologies.
 Ensure that approaches that
empower women and girls and
promote the realisation of human
rights are at the heart of DFID’s work
on political systems.
Specialist Competency: Security, Justice and Human Rights

Understanding and experience of how security, justice and human rights

contribute to development and stability, and their impact on different groups,
particularly women. Knowledge of different legal systems, including non-state
justice systems, in a range of contexts, including fragile states. Ability to work
with HMG, national and international actors deliver security, justice and human
rights programmes and policies.

Knowledge and understanding of: Enabling Governance Advisers to:

 How security, justice and rule of law
contribute to development, stability and
state-building, particularly in conflict and
fragile settings
 The quality, accessibility and
relationships between people and
different security and justice
institutions including the judiciary,
prosecution, police, military,
intelligence, prisons, oversight
institutions, legal profession, civil
society and non-state actors
 Non-state justice and security
systems (including traditional justice
and alternative dispute resolution) and
link to the formal system.
 The political-economy drivers and
relationships which shape the prospects
for security and justice reforms.
 Approaches to legal empowerment
and justice sector reform
 Approaches to community security,
preventing gender-based violence
and security sector reform,
particularly in conflict-affected
environments.
 Approaches to promoting, realising
and protecting human rights,
including the obligations derived from
the international human rights
framework
 Rule of law for growth and
investment, including civil and
commercial law, the enforcement of
contracts and protection of property
rights.
 Analyse the extent to which the rule
of law and human rights are
respected, and whether people have
access to security and justice.
 Lead the design, delivery and
oversight of programmes that seek
to strengthen the rule of law, human
rights and/or the delivery of security
and justice for poor people and
excluded groups, including women.
 Apply a political lens to programming
and management, assessing the
power dynamics and identifying
potential entry points – and risks –
for DFID/HMG interventions; and
manage relations with political
awareness.
 Support programming which
provides rule of law and property
rights for the development of the
private sector.
 Advice on the implementation of
DFID’s partnership principles and the
Overseas Security and Justice
Assessment (OSJA) guidance in
partner countries.
 Lead policy development in areas of
rule of law, human rights, security
and justice across DFID and advise
government and other partners.
 Work effectively across the full range
of HMG partners, national and
international actors and lead
strategic thinking about joined-up
approaches.
Specialist Competency: Public Sector Governance and Service Delivery

Knowledge of public sector governance at national and local levels and

application in particular sectors. Ability to provide analytical, advisory and
programme support to civil service and sector reform processes that
contribute to the sustainable improvements in service delivery.

Knowledge and understanding of: Enabling Governance Advisers to:

 Concepts, frameworks and  Analyse the public sector

diagnostic tools for analysing public
sector organisations and the wider
institutional environment.
 Programmatic approaches and
instruments for improving public
sector governance in a range of
country contexts and sectors, including
problem-driven and adaptive
approaches.
 Processes of decentralisation,
including deconcentration and
devolution, and their impact on public
sector governance and service delivery
 Political economy of basic service
sectors (e.g. health, education, water
& sanitation) and the political
incentives for delivering services.
 Systems strengthening in service
delivery sectors (e.g. policy
development, human resources
management, public financial
management, procurement) and the
links between sectoral reform
programmes and broader public sector
governance programmes.
 Approaches to strengthen
accountability, oversight and citizen
engagement in service delivery,
including using new technologies.
 Interventions to enhance the role of
women and other excluded groups in
public sector decision-making
governance and service delivery
arenas in a range of settings
 Design, deliver and monitor
programmes to support public sector
governance at national, sub-national
and local levels
 Mobilise support from key
stakeholders of reform processes at
all levels, understanding their
different incentives
 Propose innovative approaches to
deepen oversight and accountability
and to enhance the role of women
and other excluded groups in the
public sector decision-making.
 Advise on the reconstruction of core
government functions and
restoration of the delivery of basic
services in conflict and fragile
environments, including potential
impacts on legitimacy and long-term
affordability.
 Undertake political and/or
institutional analysis in sectors and
at local level
 Support organisational reform and
systems strengthening work in key
sectors
 Inform prioritisation and sequencing
of public sector governance reforms
(including decentralisation
processes) so they enhance service
delivery outcomes.
 Support the design of intervention to
strengthen accountability and
oversight in key sectors.
Specialist Competency: Inclusive Growth and Economic Development

Knowledge of the institutional and political barriers and drivers for

inclusive growth and economic development. Ability to provide
analytical and programmatic support to economic development work in
a range of settings.

Knowledge and understanding of: Enabling Governance Advisers to:

 Institutional and political aspects of  Support inclusive growth diagnostics,

key growth sectors (e.g. roads,
power, land, extractives,
manufacturing) and/or around
investment climate support (e.g.
competition policy, commercial justice,
and property rights).
 The relationship between
governance and growth, including the
role that institutional and political
factors can play in supporting or
inhibiting growth and macro-economic
stability.
 The relationship between economic
development, fragility and stability,
including approaches that support
economic inclusion and state-building.
 The politics of the investment
climate, private sector institutions,
state-business relations and
implications for growth/private sector
strategies.
 The “resource curse” and the
political-economy, corruption and
conflict risks associated with natural
resources and extractive industries.
 Corporate governance and the
promotion of responsible business
conduct, including through
transparency, accountability and anti-
corruption initiatives.
including by analysing the political
and institutional barriers to growth
and implications for reform strategies
 Provide governance advice on
economic growth and private sector
policies/strategies/programmes in a
range of country circumstances,
including fragile states and post-
conflict countries.
 Ensure the approaches to economic
growth/private sector development
are: inclusive and politically and
socially feasible; integrate an
understanding of informal deal-
making as well as formal rules; and
contribute to political stability and
avoid conflict.
 Deliver institutional and political
analysis to support policy and
programme design work in relation to
key growth sectors, including natural
resources and extractive industries
(e.g. oil and mining).
 Engage with other key stakeholders
(such as government departments,
professional associations, chambers
of commerce) about economic
growth and private sector
development.
Specialist Competency: Anti-Corruption

Understanding the causes and effects of corruption in countries as well as

corruption’s transnational and multi-sectoral nature. Ability to provide
strategic advice, work across other UK government departments and
internationally, and design and deliver programmes and strategies on
corruption.

Knowledge and understanding of: Enabling Governance Advisers to:

 Different types of corruption (grand,
petty, bribery, fraud, money laundering
etc.) and its impact on different social
and economic groups (e.g. poor people,
women, the private sector)
 Political-economy drivers and role of
social norms in fostering corruption.
 Effectiveness and limitations of different
policies, instruments and institutions
(including anti-corruption commissions)
for tackling corruption.
 Role of accountability institutions
e.g. parliaments, auditors, civil society,
the media, and new technologies in
countering corruption.
 Opportunities and risks around anti-
corruption initiatives in fragile
situations, including for stability and
state-building.
 Specific features of corruption in
different sectors (e.g. health,
education, infrastructure, extractives
etc.).
 Different approaches to measuring
corruption and their limitations (e.g.
Transparency International’s Perception
Index etc.).
 Centrality of a coherent all-of
government approach to tackle
corruption sustainably in UK, partner-
countries and internationally.
 International dimensions and drivers
of corruption, especially illicit financial
flows, money laundering and linkages to
country-level corruption.
 Key international legislation and
initiatives e.g. UNCAC, Stolen Asset
Recovery Initiative (StAR), Extractives
Industries Transparency Initiative (EITI),
work on beneficial ownership, mutual
legal assistance and automatic
exchange of information.
 Analyse drivers of corruption and
identify possible entry-points for
sustainable anti-corruption
approaches at national and sub-
national levels and in specific
sectors.
 Engage in and influence anti-
corruption policy debates with other
key stakeholders such as
governments, civil society, the private
sector and other donors, at national
and international level.
 Develop approaches that recognise
and utilise both technical and political
dimensions of a response; including
behavioural change and conflict
sensitive approaches.
 Develop approaches that use all
available levers (aid and non-aid)
across UK Government and link to
international initiatives in the
corruption space
 Lead the design, implementation,
monitoring and evaluation of anti-
corruption strategies and
programmes in a range of settings
(fragile, conflict, middle-income) and
sectors.
Specialist Competency: Public Financial Management (PFM) and
Domestic Revenue Mobilisation (DRM)

Understanding the role of public financial management and domestic revenue

mobilisation in development, accountability and state-building processes.
Ability to provide advice, policy direction and programme leadership on PFM
and revenue mobilisation, working with HMG, country and international
partners.
Knowledge and understanding of: Enabling Governance Advisers to:
 Public sector budget cycle from  Analyse PFM and revenue systems and
formulation to execution, including identify entry-points for reform, at
the political economy of the budget. national, sub-national and sectoral levels
 Public procurement, internal (including health, education, procurement
control, reporting and accounting etc.).
systems across sectors and at sub-  Assess technical gaps/needs and entry
national level. points within partner ministries and
 Evidence of what works and oversight institutions.
approaches to PFM in different  Lead and influence the PFM/revenue
contexts including fragile settings. agenda with partners and government,
 Financial accountability sensitive to outcomes for different social
mechanisms including internal groups, including women, ensuring
control, supreme audit institutions, strong accountability mechanisms.
and parliament.  Lead the design, implementation,
 Role of citizens, NGOs and the monitoring and evaluation of
media, including the use of new PFM/revenue programmes in varied
technologies, in overseeing the circumstances (fragile states, conflict)
budget and promoting accountability. and at national, sub-national, sectoral
 Public budgets as a tool to levels.
implement broader reforms  Oversee assessments of national and
including gender responsive sectoral fiduciary risks and advise on
budgeting and climate finance. appropriate DFID aid instruments (e.g.
 Role of International Financial financial aid).
Institutions (World Bank, IMF) and  Engage in and influence PFM/revenue
international PFM initiatives and policy debates and standard setting at
frameworks, e.g. PEFA, the Open international level.
Budget Partnership, and INTOSAI.  Develop approaches which take
advantage of international initiatives to
 Domestic revenue mobilisation as
tackle tax evasion and avoidance.
a political process and its role in fiscal
 Work across HMG to influence policy
sustainability; strengthening state-
debates and implement programmes.
society relations, promoting economic
development.
 Tax policy and impacts on the poor,
women, the environment, business.
 Different ways of raising revenues
including customs, direct and indirect
taxes, royalties, user fees etc.
 International tax evasion and
initiatives to address these e.g. base
erosion and profit shifting (BEPS) and
automatic exchange of information.
 Diagnostic tools and frameworks
on revenues e.g. Tax Administration
Diagnostic Assessment Tool
(TADAT).