Final Report - Feasibility Study for Piloting One-Stop-Shop in a Municipality in Timor-Leste

Final Report

Feasibility Study for Piloting

One-Stop-Shop in a Municipality in Timor-Leste

Authors

Name Role

Mr Hannes Astok Team Leader

Ms Anne Nurmik Economist /Project Manager

Ms. Piret Saartee Legal Expert

Mr. Heiko Vainsalu Information and Communication Technology Expert

Mr. Papito Monteiro Public administration and local governance expert

Ms. Carla Gabriela Formiga Lopes Administrative Legal Expert

Acronyms

Acronym Explanation

BNCTL The National Bank of Commerce of Timor Leste

eGA e Governance Academy Foundation

GOTL Government of Timor Leste

GTIM Inter-Ministerial Technical Group for Administrative Decentralization

ICT Information and Communication Technologies

KPI Key Performance Indicator

MoF Ministry of Finance

MoJ Ministry of Justice

MoTC Ministry of Transports and Communication

MSA Ministry of State Administration

MoTC Ministry of Tourism, Trade and Industry

NGO Non governmental organization

OSS One-Stop-Shop

PPP Public Private Partnership

PKI Publik Key Infrastructure

RAEOA Special Regional Administrative Oe cusse Ambeno Authority SC State Corporation

SERVE I.P. Services for Registration and Verification of Entrepreneurs SLA Service level agreement

SOP Standard operating procedure

SPDD TL Supporting Programme to Deconcentration and Decentralisation process in Timor Leste

STAE Technical Secretariat for Electoral Administration (STAE, acronym in Portuguese

TIC TIMOR Agency of Information and Communication Technology

Acknowledgments

The report was created by the e-Governance Academy (eGA) team - Ms. Anne Nurmik, Ms. Piret Saartee, Mr. Heiko Vainsalu, Ms. Carla Lopes and Mr. Papito Monteiro, under the leadership of Mr. Hannes Astok, Executive Director and Chairman of the Management Board.

The eGA team would like to express their gratitude to: Mr. Azevedo Marçal, the Chief of Staff of the Prime Minister Office

Mr. Domingos Lopes Antunes, the Vice Minister of Commerce and Industry

Mr. Crisógno da Costa Neto, the Director General of the Registry and Notary Services of MoJ Mr. Belarmino Filomeno Neves, the Director General for the Administrative Decentralization of MSA

Mr. Ulderico Rodrigues, the Commissioner of the Tax Authority

Mr. Florencio da Conceição Sanches, the Executive director of SERVE

Mr. Gaspar de Araújo, the Director General of MoTC

Mr. Ismael da Costa Babo, The Director General for Civil Protection

Mr. Roberto Caetano de Sousa Vicente, Executive Director of TIC TIMOR

Mr. Eusebio Salsinha, the President of Municipal Authority of Ermera

Mr. Pedro Paul Gomes, the Municipal Administrator of Liquiçá

Mr. Abel da Conceição, The Municipal Administrator of Aileu

We thank you for the meaningful interviews and valuable information that contributed significantly to the development of this report.

We would also like to thank Mr. Yam Nath Yam Sharma, Mr. Bernardino Da Costa Pereira and the whole UNDP team for their support and assistance.

1 Executive summary

Timor-Leste’s Strategic Development Plan aims to have a prosperous and strong nation by the end of 2030. Decentralization is the approach to provide services to the citizens close to their homes through One Stop Shops and seamless government principles. These single access points will offer citizens information and services in a consolidated and integrated manner through selected service delivery channels.

To achieve the goal, the municipality level was selected as the contact point for the public service provision as municipalities are the closest to the end users with the best knowledge of their needs and expectations. Although there is strong political will at the highest level of the government to implement One Stop Shops in the municipalities, and municipalities are eager to start the service provision, the actual implementation itself has not yet started. The existing legislation has been changed and a new one adopted, but government entities are not very eager to delegate their powers to municipalities, and a specific regulation covering all aspects of One-Stop-Shops is missing. End users must still travel to the capital of the country or to the centre of the municipality to submit applications and to get their documents to the respective authorities

The Government of Timor Leste should choose the best feasible option for the public service provision by considering the experience of other countries with a similar background. Even if there is no universal One-Stop-Shop (OSS) model suitable for all circumstances, and each country must adopt the model most suitable for them, lessons can be learnt from previous projects. The success of OSS implementation relies on clearly defined goals and measured Key Performance Indicators (KPIs), as well as well motivated stakeholders and cooperation with service owners and service providers. Proper functioning of the OSS depends on customer centric service provision to which government agencies are devoted.

Even if digitalbydefaultis the main driver of OSS implementation, traditional channels must remain available for those who are not ready or cannot use digital means. Building of a successful OSS contains several phases and parallel activities. It is important to focus on the development of the digital service provision platform, but it is equally important to aggregate information about the services in parallel. This enables all groups of the society to get to know their rights and practice them. Digitalization helps save resources, but if the connectivity between different government entities is not good enough or missing, the expected benefits and value remains a dream. In addition, it is equally important not just to connect the country to the world, but to connect its citizens and enterprises to the government, by providing secure and reliable communication channels, both digital and analogue

The current study aims to suggest the best feasible model of OSS for Timor Leste by considering all previously mentioned enablers, barriers, and lessons learned by countries with a similar background. Not all objectives can be reached at once and piloting of the OSS in different phases enables to learn from the mistakes fast and to adjust the implementation plan when and where needed.

The authors agree that local municipalities are the best starting point for service providers Moreover, a strong cooperation and coordination between the central government, ministries, and local municipalities regarding the management of the One Stop Shops must be built for the project to succeed. Clearly defined roles and responsibilities for governing and coordinating, service owners, service providers and municipalities establish the necessary environment for a successful pilot.

Then, the next steps to start the pilot are:

• assigning government entities responsible for the OSS implementation, including the governing body

• choosing a municipality for the OSS pilot

• deciding the reach of the pilot

• choosing the services for the OSS pilot

• adjusting legislation to support the pilot

• preparing an implementation project with a relevant budget and timeframe

• redesigning service processes to eliminate the steps which do not create value for the citizens

• deciding on what the role of the municipalities is after the decentralization (mediator, decision maker or both), and adjust the legislative framework accordingly.

A detailed roadmap is included in the costed roadmap.

Key recommendations

Itisrecommendedtouseasingledoorsolution,whereallservices(information services,facetofaceservices)areofferedtocitizensinonefacilityandarecustomer centric. AnOSSemployeecanactasamediatororadecisionmakerdependingon thecomplexityoftheservice.

Ifdecision-makingisnotdelegated, thentherepresentativesofministriesresponsible forserviceswillprovidetheserviceinsteadofanOSSemployee.Responsibilityforthe operationoftheservicecentreremainswithinthecompetenceofthelocal municipality.

2 One-Stop-Shop as an effective and user-friendly service delivery channel

An OSS is a single access point that offers information and multiple services to citizens in a consolidated and integrated manner through one or more service delivery channels. The focus of an OSS is to improve frontline service delivery and to ensure that everyone has an equal, timely and hassle free access to information, documents, and basic services. Different analyses have shown that an OSS will reduce transactions costs, bureaucracy, intermediary influence, and corruption, as well as increase transparency and quality of services. Improving efficiency and effectiveness of public services is at the heart of the OSS1 .

Figure1.SevenkeyelementsofOSS

The OSS model typically relies on seven key measures:

o Access there should be multiple channels for service delivery, so that the customers can have channels of choice, depending on specific needs at specific times.

o Speed service delivery processes should be simple, justified, and easy to understand for both citizens and service providers.

o Engagement service delivery should be seen as citizen centric.

o Value the customer needs to believe that the OSS is cost effective, and that the value is driven by customer outcomes.

o Responsive there should be an ‘intelligent’ mechanism in place to drive any required changes.

o Interaction receiving feedback from citizens and engaging them as co creators of the OSS should be a key principle while running an OSS.

o Integration the OSS should be seamlessly integrated, there should be no ‘wrong door’ policy for the customer.

2.1 Different typologies of OSS

There are various models of OSS implemented in different countries, considering the administrative system, technical readiness, digital skills, political will, etc. In addition, typologies may vary as well. Therefore, the term OSS does not define one specific operational model and architecture, but rather identifies that an approach of service delivery has been agreed upon very often this approach is branded as a One Stop Shop.

The term “one stop shop” or “single window” refers to a facility that allows parties to lodge standardized information and documents within a single entry point to fulfil all (or basic) regulatory requirements. However, the way that similar initiatives are named is by no means restrictive with respect to the type of services provided. One possibility is to distinguish between three categories of OSS based on user experience: first stop shops, convenience stores, and true OSS2 It is common that the type of OSS is changed over time as the public administration and society change and the ability to change implementation must be ensured after the launch.

While most modern OSS approaches take place in a digital environment, it must be locally monitored if there are groups that could be left out if the OSS is implemented only as a digital channel. While there are some user groups that need a small push and support to move into the digital environment, there are those who are unable to use digital solutions for reasons not under their control. A good and appropriate balance between digital and physical service delivery implementation must be maintained. Reasonable digitalization must also consider the ability of the administration and their implementation partners in the private sector - there must be good enough ICT skills to benefit from digitalization.

The following figure illustrates different types of OSS as authors of the report see it based on their experience and analysed use cases.

The authors’ generalization of different OSS types is the following: First-stop shops or information centres provide information about public services. Under this model, only information is concentrated and provided at the one location3 . This type is mainly used at the first phase of OSS implementation, since it can be done fast and with no significant costs. Provision of information allows slowly starting to move onto transactional service provision. Experts suggest using this model in the first phase of piloting the OSS in Timor Leste, as it was done in Cabo Verde.

Convenience stores (or a single window as a mediator) means that there is one entry point and services are provided in one location one service hall or a building with different signs or doors enabling to interact with different service providers without running around the city. This means that the actual administrative service (e.g. the issuance of a certificates, etc.) does not necessarily take place at that location, but instead a citizen can apply for different services from one place. Sometimes citizens do not even have to interact with the different individual authorities since the single window authority acts as a ‘mediator’ and handles the application on the citizens’ behalf. This model was used in Vietnam, Kazakhstan, and Indonesia.

Convenience stores (or a single door as a representative of the authorities) ideally go further and provide citizens with the possibility to interact only with one authority or representative who is competent enough to provide different public services related to pensions, health, issuance of civil status certificates, tax administration, etc. in one spot. Under this model, representatives of the administration, delivering specific services, are concentrated in one location, and have delegated representation rights to one service provider or mediator. The Sarawak state in Malaysia and Cabo Verde use this model. This model is the best enabler to start moving towards a true OSS with fully integrated complex services and is therefore strongly recommended by the experts to be used in the second piloting phase.

True OSS as integrated complex services with one contact point is a centralized platform for delivering digital government services to citizens a single point with access to electronic services and related information. Sarawak has started to move toward that direction and has implemented a vast number of public services into the single government portal. This model should be used as an example during the third phase of the pilot.

Key findings

Whilegovernmentshaveinvestedmoreandmoreinimprovingdigitalservices,there isstillaneedformoretraditionalonestopshops, sinceICTrelatedskillsinthepublic sectormaybepoororprivatesectorICTcapabilitymaybelimited.

2.2 OSS case studies

To learn about the implementation of an OSS from the experience of other countries with similar backgrounds, Vietnam, Cabo Verde, Kazakhstan, Sarawak (Malaysia), and Bangladesh were selected for the study.

Table1Overviewofindicatorsofcountriesusedinthecasestudy.

Area(km2)

During OSS piloting

Density perkm2

Literacy rate %

GDP percapita

61

1248

Poverty rate 40(2005) 24,3(2016) 18,4

Corruption index 26(2012)

Urban population (%) 28

Individual internet users %

(1995)

32(2012)

(2012)

(2007)

(2015)

(2012)

(2012)

The information provided in Table 1 originates from two sources: Worldometers4 and World Bank Open Data Portal

Bangladesh

The pilot phase started in 2007 in two Union Parishads (Union Councils).

Main goal: to eliminate the need of citizens to travel great distances, decrease the high cost and endure the considerable hassle of accessing government services.

Clients: citizens and private sector

OSS provider: Governance by Local Government Division under the Ministry of Local Government. Service centres located at the Deputy Commissioner’s office and coordinated by the District and Sub district Administration under supervision of the Cabinet Division

Operating model: Services are provided via the District e Service Centre (DESC), hosted in government organizations, but operated by private

Commissioners are usually micro-enterprises operated by ‘citizen

Worldometer website

Worldbank Open Data Portal website

Bangladesh OSS

and 1 female in tandem

Cabo Verde Estonia TimorLeste Population

with elected local government representatives. Last mile access points are about 3 km from the average rural citizen’s home. The entrepreneurs must generate revenue by providing certain public and private services. This approach allows for the services to be provided on weekends and holidays (Public Private Partnership model PPP).

Type of services offered: public and private services (e.g. birth registration, national ID application, citizenship certificate, photocopy service, ICT training, job information, etc.).

Indonesia

In early 2000s, Indonesia initiated a reform related to licensing of businesses as one part of decentralization. This resulted in a heavy increase of bureaucracy at the local municipality level, since local authorities used the initiative as a basis for earning more revenue. The problem was addressed and solved with a One Stop Shop7 approach using the one door principle while there were no instructions on how the backside of the OSS should work.

Main goal: to reduce bureaucracy and corruption in local authorities.

Clients: entrepreneurs.

OSS provider: Ministry of Home Affairs (circular), municipalities independent in implementation.

Operating model: There are three levels of OSS providing face to face services. The first level is responsible for receiving applications without any authority to approve them. The second level can receive applications and coordinate the processing of those applications, including field visits by technical departments. The third level is a centre of OSS that can receive, process, and approve the applications in house.

Type of services offered: business registration and licensing. Sarawak(stateofMalaysia)

Implemented a One-Stop-Shop in 2018.

Main goal, purpose: to enhance customer experience in dealing with the government, delivering integrated Government to Citizens (G2C) frontline routine transactional services through multiple channels, namely digital, counter, and contact centre, and to reduce the cost to the government in providing services to the public.

Clients: Citizens and businesses.

OSS provider: State Service Modernization Unit of the Chief Minister’s Department Sarawak.

Operating model: One Stop Shop (Service Sarawak) is operating through the Service Sarawak Centre, Service Sarawak Kiosk, Service Sarawak Portal, and Service Sarawak App. The Service Sarawak Centre offers 51 services from 38 agencies, self service payment kiosk, and free computer and internet facilities. The Service Sarawak Kiosk provides easy self service payment channel for payments of utility bills and housing loans. The Service Sarawak Digital was launched in December 2021, and it includes both portal and mobile applications.

Business Licensing and One Stop Shops in Indonesia

Type of services offered: a wide range of public services for both citizens and businesses. Kazakhstan8

Kazakhstan’s pilot phase started in 2005 when the OSS provided services of the coordinating body (Ministry of Justice) issuance of identity cards and passports, registration of birth certificates, marriages, deaths, and several services from other government agencies such as the Tax Committee of the Ministry of Finance, the Agency for Land Management, etc. In 2011, the OSS was merged with the e government infrastructure and completely modernized. The coordination of the OSS was transferred to the Ministry of Communication and Information and the Committee on Control Automatization of state services, and coordination of the OSS was established.

Main goal, purpose: to improve the quality of public services and reduce the level of corruption.

Clients: citizens.

OSS provider: State Corporation as a single provider of public services in the country integrates all public services into a single system with the aim of providing services to citizens from one place. Regional branches of the State Corporation (SC) were established around the country in 20169 .

Operating model: The SC provides advice and services for the collection and delivery of documents through a network of front offices and the central government bodies develop and approve standards and regulations of public services. The SC has 353 front offices, including 12 specialized OSS (special centres equipped with internet and databases).

The SC cannot independently make services. The e government portal and call centre are not a part of the SC.

Type of services offered: 70% (530 in total) of public services can be acquired through the SC, out of which 215 are provided by the SC information system, and 315 are automated public services. The most popular service among the population is the issuance of the certificate of absence (presence) of real estate, which is required by the employer and by the local government for the inclusion of citizens into the waiting list for subsidized housing.

Vietnam10

The OSS was initiated within a public administration reform in 2001, as part of the "Doi Moi" (renewal) programme.

Main goal, purpose: to provide a clear, accessible entry point for the citizens, increase transparency and clarity of service regulations, procedures, and fees, and improve the effectiveness of services and the efficiency of service delivery.

OSS provider: People’s councils in various levels. Legal basis and mandate from the Prime Minister, the OSS operate under the direct management of ministries that are responsible for services provides.

Operating model: One Stop Shops act in different levels. The government has complimentary responsibilities; provincial level departments provide certain services not available at the district or

commune level due their specialty; districts also provide services; and communes, wards and townships provide simple, lower level services and act as advisory, collection, transfer and referral points for some services carried out at the district level.

Type of services offered: a wide range of public services for citizens (e.g. social insurance, civil status registration, land registration, issuance and changes in business licenses, construction permits, issuing travel business licensing, etc.)

CaboVerde

The OSS (Casa do Cidadão Citizen's House) began its operations in November 2007 with only a telephone answering service and included more services over time. Since 2017, the project Balcão Único, started in 19 municipalities out of 22, enabling citizens who need to handle any matter in the respective city council to handle these at the Casa do Cidadão.

Main goal, purpose: to act as a single service provider for various transversal public services across the country, focusing mainly on the citizen.

Operating model: Public services are provided through the Casa do Cidadão, a service entity and unified front office where both citizens and companies can access the services. There are more than 60 stakeholders, and the service centre works closely together the municipal councils, the Chamber of Commerce, the Directorate General of Registries, Notaries, and Identification. Casa do Cidadão has face to face front offices located in different regions in the country and abroad in the European, African, and American continents, a phone service, Canal Vos, to support Casa do Cidadão’s services and to act as an interface between the users and the public administration, and the “Porton di nos Ilha” portal11 - a new service concept that essentially aims to facilitate, simplify, and innovate the operation and state services available to national and foreign citizens.

Type of services offered: services are based on a citizen’s life events such as birth, housing, issuance of different certificates, payments, etc.

Estonia

In 2003, the approach to expose services to citizens went digital the government portal eesti.ee was launched. It must be considered that while the eesti.ee portal is the OSS gateway for citizens (or was planned as such) it became operational thanks to other governmental platforms, such as X tee for data exchange and the eID for citizen digital authentication.12

Main goal: to provide reliable and up to date life cycle information, access to public services, access to the person's own data, an official mailbox (with the @eesti.ee alias but without a real inbox service), and a calendar through which the state communicates with its citizens.

OSS Provider: Estonian Information System Authority13 (EISA).

Operating model: EISA operates the portal’s technical components and supports other authorities in presenting their services in the portal. All services are integrated through the national data exchange

layer X tee14 . The portal team is only responsible for the portal framework technology and supportive services (authentication, @eesti.ee e mail account management, calendar, notifications). The owners of services, which are the different state authorities, are responsible for the development of services also the user-experience side in the portal.

The state portal also includes a contact catalogue for other state authorities to indicate the physical offices where services can be accessed face to face.

Type of services offered: services are based on a citizen’s life events such as citizenship and documents, work and labour relation, traffic, doing business, etc.

Conclusion

Based on global attempts at OSS implementation, we can see a clear division between OSS implementations carried out before general digitalization and after it. Earlier implementations (1990 2000) show that the modality of OSS implementation depends very heavily on local social and cultural aspects. The analysis of the case studies shows that later OSS implementations (from 2000 onwards) present no reasonable alternatives to digitalization. Key aspects of this implementation are increasing the overall awareness and good governance of public administration.

Generalization

ImplementationofanOSSmeansdeliveringsomebiggertargetordealingwithsome moregenericprobleminthegovernmentorsociety.

CountrieswithaclearlydefinedgoalandKPIsaremorelikelytobesuccessfulin deployingOSS.

Goodhorizontalcooperationandinteractionbetweengovernmentbodiesisakey issue.DevelopmentandimplementationofanOSSisanorganicprocessdepending onthedigitalreadinessofthecountryandisconstantlyevolvingintime.

AgoodOSSmodelrequiresfeedbackandamonitoringsystemforthebusiness serviceprovidersandtheOSSoperators, toensuretheprovisionofcustomercentric services.

Ifgovernmentagenciesarenotlegallyobligedtoassumeresponsibilityforthe provisionofcustomercentricservicesthroughtheOSS,theOSScannotfunction properly. Politicalwillwithalegalobligationismandatory.

TheoperationalmodelandresponsibilitiesoftheOSSprovidersmustbeclearand wellmotivatedforparticipants, otherwiselowbuyincanbeexpected.

Serviceownersandserviceprovidersmustbedefinedatthenationallevelandthe responsibilitiesofserviceownersandserviceprovidersmustbeclearlydefinedand agreedtoenableoptimizationofbusinessprocesses.

KeyenablersofafullytransactionalOSSarethefollowing:strongdigitalidentity, electronicrecords,andtheexistenceofaninteroperabilityframeworkacross government.

Dependingontheproblemtobesolved,PPPcanbeagoodalternativefunding model.

Incountrieswheretheriskofcorruptionishigh,hiddenoppositiontogovernment agenciesmayemerge.

Incountrieswheredigitalliteracyislow,mobilephonescanbeagoodalternativefor connectingwithcitizens.

Itisveryimportanttopayattentiontothetrainingandmotivationofservice providers,toensurethequalificationrequirementsofemployees.Investmentin professionalcapacitybuildingisessential.

Scope and Methodology

The objective of this project is to recommend feasible options for an OSS to be piloted in Timor Leste, including the necessary policy and legal frameworks, as well as the mechanisms for inter ministerial coordination and harmonization to operationalize the OSS.

In order to successfully pilot the OSS in Timor Leste, the study also focused on the comprehensive review of the situation of Timor Leste, existing problems, evaluation of technical and professional capabilities and the use of international best practices and results with customer centric service level standards, standard operating procedures (SOPs) for public service delivery, plans for back end integration for and front end delivery of public services, implementation modality, including the necessary human resource competences, and a costed roadmap.

The following methodology and approach have been adopted for the study:

1) An analysis of the existing legal framework (laws, decree laws, etc.), government programs and other documents was carried out to provide an overview of the current situation and legal issues related to the implementation of OSS in Timor Leste.

2) Interviews were conducted with representatives of local municipalities to assess the provided services, the service delivery mechanism, and the existing infrastructure (both institutional and physical). Considering government’s priorities expressed in the Annual Action Plan of the State General Budget 202215, published by the Ministry of Finance, as well as the population density, existence of services available to the population, and recommendations from the MSA, interviews were conducted with the Municipal Authority of Ermera and with the Municipal Administrations of Liquiçá and Aileu.

During the interviews conducted in the local municipalities, focus was on the key elements of an OSS. Both the questions and the replies are provided in Annex 4.

3) Interviews were conducted with the following stakeholders to understand the institutional, operational, administrative, and technical capabilities and the expectations of government agencies regarding the OSS:

• Prime Minister’s Office responsible for heading the Government and presiding over the Council of Ministers; as well as directing and guiding the Government's general policy and all governmental action, managing the Government's information technology system and ensuring the provision of the respective services, issuing directives to implement the ICT systems in the national territory, in articulation with the competent Government Departments, and promoting the institutional strengthening of the State and policies of inclusion and support to female entrepreneurship. As Head of the Government, the Prime Minister has the power to issue directives to any member of the Government and to take decisions on matters within the areas allocated to any Ministry or Secretary of State, as well as to create

State Budget Annual Action Plan, Ministry of Finance of Timor Leste

eventual or permanent commissions or working groups for matters within the Government's competence.

• Ministry of State Administration (MSA) - responsible for the organization and coordination of Municipal Administration. At present, the main role of the MSA is to promote and conduct the process of administrative decentralization and installation of the organs and services of the local governments. The MSA may also have a role in managing decentralized municipalities in the future.

• Secretary of the State for Civil Protection through the national directorate for disaster risk management, it is responsible for emergency civil protection planning activities for affected communities, providing food and non food items to meet, in particular, the needs of the affected communities in situations of major accident or catastrophe, in coordination with municipal bodies and without prejudice to its own competence.

• Ministry of Justice (MoJ) responsible for providing notary services, including legalization of documents, civil registration and issuance of birth certificates, criminal records, and passports.

• Ministry of Transports and Communication (MoTC) - responsible for issuing driving licences, vehicle inspections, and vehicle registrations, as well as the public and private transportation licences.

• TIC TIMOR responsible for providing ICT support to government agencies, hosting the government website and datacentre, developing infrastructure, etc.

• Ministry of Tourism, Commerce and Industry - responsible for the areas of tourism, commercial and industrial economic activities, dealing mostly with medium and small enterprises, and mainly related to economic reforms.

• Tax Authority responsible for managing and collecting income and property taxes, as well as administrative fees and other financial contributions.

• SERVE I.P. - provides services related to business registration and licensing.

• Timor Telecom local internet provider enabling to give valuable information about the quality of Internet in the country, especially in the rural areas.

• Telemor - local internet provider enabling to give valuable information about the quality of Internet in the country, especially in the rural areas. Telemor has contracts with the MoTC to provide internet in land transportation offices in districts.

4) To successfully pilot the OSS in Timor Leste, the study also focused on the best practices of OSS. Based on a similar background, Kazakhstan, Indonesia, Sarawak (Malaysia), Vietnam, Cabo Verde, and Bangladesh were selected as case studies to propose the most feasible OSS model for piloting in Timor Leste.

5) A workshop was carried out on 17 June 2022, in which all the main stakeholders, representatives of the UNDP, EU delegation, representatives of municipalities and the Minister of the MSA, took part. The aim of the workshop was to present the draft report and to gather valuable information

to finalize the report. The list of participants and summary of the workshop together with the provided questions and replies are included in Annexes 2 and 6.

6) To find the best feasible options of an OSS for piloting in Timor-Leste, including the necessary policy and legal framework, as well as mechanisms for inter ministerial coordination and harmonization, analysis, workshops and interviews were carried out.

4 Current situation in Timor-Leste

4.1 Political readiness for piloting an OSS

The Government of Timor-Leste (GOTL) has come up with the Implementation of Administrative Decentralization Strategy16 , aiming to develop and adopt the necessary legal framework for the implementation of the decentralization process. To keep the public sector aligned and making reasonable progress on this decentralization implementation the Inter Ministerial Technical Group for Administrative Decentralization (GTIM, acronym in Portuguese) has been established. The key responsibility of the GTIM is to coordinate the activities and harmonize the implementation of the strategy.

The Deconcentration and Decentralization process broadly follows three phases:

Deconcentration (2016 2018, still ongoing)17

Institutional Decentralization (2018 – 2020)

Territorial Decentralization (since 2020)

As a result of decentralization, municipalities are transforming themselves into administrative units responsible for the provision of public services in their service area, while the functions remain within the competence of the central administration. This previously mentioned strategy refers to the provision of services at the municipal level through decentralization and the One Stop Shop (OSS, Balkaun Uniku in Tetum Prasa). Decentralization is supported by the Supporting Programme to Deconcentration and Decentralisation process in Timor Leste (SPDD TL)18, signed by GOTL and the European Union, interalia, and it aims to design and establish one decentralized OSS for services delivery on a piloting basis.

The concept of the OSS enables citizens and customers to have a single access point to information and services. The objective of the OSS is to improve frontline service delivery to ensure that the public has equal, timely and hassle free access to information, documents, and basic services. The most successful OSS initiatives have had a measurable impact on the service delivery quality. This includes such measures as citizens satisfaction, lower corruption, and greater efficiency of service delivery. According to the SPDD TL, the OSS is planned to be the centre for services provision, not only for delivering common deconcentrated services, but also by making available additional services such as consumers' protection, public attorney representation for conflict resolution, as well as private services according to the local needs and rights. It is because many people in the Timorese society have minimal access to services. Access to services is difficult, especially for vulnerable groups living in these previously mentioned areas. The OSS is supposed to provide equitable service to women, people with disability, elderly, and other vulnerable sections of the society by transforming the business processes.

16 Timor Leste Strategic Development Plan 2011 2030

17 Deconcentration is understood as the weakest form of decentralization, redistributing decision making authority and financial and management responsibilities among different levels of the central government. In the Timorese context, Deconcentration is mentioned in the legal framework for public administration reforms as the first/temporary step leading towards the territorial decentralization (the latter understood as a transfer of power to the locally elected governments).

18 Action Document for the Supporting Programme to Deconcentration and Decentralisation process in Timor Leste (SPDD TL)

The interviewed stakeholders (Annex 1) clearly share same vision of the best possible solution for the provision of public services in the future the government online portal which provides public services to both citizens and businesses. They also confirmed that the implementation of an OSS is the highest priority of the government, supported by the Government Programme and by the key stakeholders, especially municipalities, although the current regulation itself does not mention the OSS directly and only refers to the need to provide public services close to peoples’ homes.

Key findings

4.2 Municipalities

The 13 municipalities are divided into Municipal Administrations and Municipal Authorities and subdivided into 61 administrative posts (former subdistricts), excluding the RAEOA, and further subdivided into sucos(villages). Statistics about the municipalities can be found in the tables below. The population data is taken from the publications of the General Directorate of Statistics of the Ministry of Finance of Timor Leste, namely the population estimates and main demographic indicators19, the 2015 Census publication20, as well as the official poverty rate21 and unemployment rates22 calculations. A detailed overview of the municipalities can be found in Annex 3.

From the analysis of the summary table regarding the main demographic indicators of the 13 municipalities, it appears that the Municipal Authority of Díli, the Municipal Authority of Ermera, the Municipal Administration of Aileu, and the Municipal Administration of Liquiçá represent the municipalities with the highest demographic growth rate, and are the most rejuvenated, so it is expected that there will be a greater demand for decentralized public services.

19 Timor Leste in Figures 2019, General Directorate of Statistics Ministry of Finance of Timor Leste

20 2015 Timor Leste Population and Housing Census Data Sheet, General Directorate of Statistics Ministry of finance of Timor Leste

21 Poverty in Timor Leste 2014, General Directorate of Statistics, Ministry of Finance of Timor Leste and World Bank

22 Timor Leste Labour Force Surveys 2010 2013 2016 Main Trends Based on Harmonized Data, General Directorate of Statistics Ministry of Finance of Timor Leste, Secretariat of State for Training and Employment (SEFOPE) and International Labour Organization (ILO)

GTIMhasbeenestablishedtocoordinateandharmonizetheprogramstopushthe accelerationofthedecentralizationprocess.

Thestakeholdersinterviewedclearlysharethesamevisionofthebestpossible solutionfortheprovisionofpublicservicesinthefuture anonlinegovernment portalthatprovidespublicservicestobothcitizensandbusinesses.

Table2Statisticsaboutmunicipalities

Municipality, formerly district

Capital Administrative posts (formerly sub-districts)

ICT Maturity level

No or A.P

Villages Area (km2)

Households Estimated population23 Inhabitants per km2 Distance to Díli (km)

Population growth (%)

Average age of population

Aileu Aileu Alileu Vila, Laulara, Lequido, Remexio 1,39 4 33 676,02 7,745 54 106 80,0 47 2,0 19,0

Ainaro Ainaro Ainaro, Hato-Udo, Jatu Builico, Maubisse 1,43 4 21 869,8 11,527 65 165 74,9 116 0,4 18,0

Baucau Baucau Baucau, Baguia, Laga, Quelicai, Vemasse, Venilale 1,39 6 281 1 507,95 22,659 126 562 83,9 130 0,3 19,0

Bobonaro Maliana Atabae, Balibo`, Bobonaro, Cailaco, Lolotoe, Maliana 1,39 6 194 1 380,82 18,397 99 956 72,4 138 0,1 19,0

Covalima Suai Fatululic, Fatumean, Fohorem, Zumalai, Maucatar, Suai, Tilomar 1,39 7 148 1 206,66 11,82 68 863 57,1 202 1,1 19,0

Díli Díli Ataúro, Cristo Rei, Dom Aleixo, Metinaro, Nain Feto, Vera Cruz 1,43 5 222 368,12 31,575 328 666 892,8 3,7 22,0

Ermera Gleno Atsabe, Ermera, Hatulia, Letefoho, Railaco 1,39 5 277 770,83 21,165 136 010 176,5 62 1,4 17,0

Lautém Lospalos Iiiomar, Lautém, Lospalos, Luro, Tutuala, Lore 1,39 6 151 1 813,11 12,998 66 909 36,9 199 0,1 18,0

Liquiçá Liquiçá Bazartete, Maubara, Liquiçá 1,43 3 134 550,95 11,063 78 700 142,8 36 1,8 19,4

Manatuto Manatuto Barique Natarbora, Laclo, Laclubar, Laleia, Manatuto, Soibada 1,39 6 103 1 785,95 8,338 48 876 27,4 66 0,7 19,3

Manufahi Same Alas, Fatuberlio, Same, Turiscai 1,43 4 137 1 326,60 8,901 56 844 42,9 119 1,0 19,7

Viqueque Viqueque Lacluta, Ossu, Uato-Lari, Uatucarbau, Viqueque 1,43 5 238 1 880,39 15,115 78 599 41,8 199 0,4 18,7

Ataúro Vila Maumeta Biqueli, Maquili, Vila Maumeta, Makadade n/a 4 19 n/a 12.576 n/a n/a n/a n/a n/a

Poverty Rate and Unemployment Rate24

Based on to official data, there no direct correlation between the poverty rate and the unemployment rate among the 13 municipalities can be seen.

Table3Povertyrateinmunicipalities

Municipality Poverty Rate (%)

Unemployment Rate (%)

Total Male Female

Aileu 23.7 1.7 0.0 4.1

Ainaro 28.9 3.4 3.7 3.0

Ataúro ** ** ** **

Baucau 20.8 26.4 15.4 38.2

Bobonaro 36.2 8.2 6.3 10.8

Covalima 41.8 8.9 8.4 9.4

Díli 18.9 9.5 8.0 12.1

Ermera 46.8 2.4 2.4 2.4

Lautém 20.8 12.6 11.2 14.4

Liquiçá 32.9 22.3 17.5 29.8

Manatuto 34.8 14.7 6.9 22.4 Manufahi 31.1 14.4 13.2 22.3

Viqueque 24.3 0.9 0.0 0.9

Ermera, Covalima and Bobonaro represent the municipalities with the highest poverty rate; however the municipalities of Baucau, Liquiçá and Manatuto have the highest unemployment rate. Common to all municipalities is that the unemployment rate for women is higher than the unemployment rate for men. The unemployment rate of youth (15 24 years) has also increased (from 6.3 per cent in 2013 to 20.8 in 2016) while the unemployment rate of adults (25+ years) has decreased (from 17.2 per cent in 2013 to 14.6 in 2016).

Variety of languages and dialects

There are over 16 distinct language groups in Timor Leste. Tetum Prasa is spoken in all municipalities. Considering the local languages spoken in each municipality, we find that Tetum

Prasa is spoken in all municipalities, while Mambai is also spoken in many municipalities. Other local languages assume a strong predominance, mainly in Aileu, Ermera, Lautém and Liquiçá.

Municipality

Mambai Tetum Prasa Bunak Tetun Terik Makasae Naueti Waima'a Kemak Fataluku Makalero Tokodede Galole Idate

Aileu 62% 26%

Ainaro 60% 28% 7%

Ataúro

Baucau 13% 58% 1% 10%

Bobonaro 23% 24% 2% 43% Covalima 6% 45% 38% 5% Díli 3% 69% 2%

Ermera 56% 17% 14%

Lautém 4% 14% 59% 12% Liquiçá 17% 15% 58% Manatuto 6% 6% 16% 28% 27% Manufahi 32% 25% 23% Viqueque 3% 25% 41% 18%

Mr. Belarmino Filomeno Neves, the General Director for Administrative Decentralization of the MSA, revealed during an interview conducted on 29 March 2022 that the OSS pilot will be launched in 2023 in either Liquiçá, Ermera or Aileu, since according to the Program of Eight Constitutional Government these are selected as the first Municipal Administrations to be converted into Municipal Authorities.

Key findings

Asignificantportionofthepopulation(71%)livesinruralareas thereforethe OSSsolutionmustbeusableforruralareas

LiteracyandICTmaturitylevelindifferentmunicipalitiesisuniformlylow, enablingtohaveasimilarapproachtoserviceprovisioninallmunicipalities.

Alargeproportionofthepopulationlivesinpoverty. Itisimportanttoraise citizens'awarenessoftheirrightsandopportunitiesthatcontributetothe developmentofentrepreneurshipinruralareas.

Distancesbetweenruralmunicipalitycentresandvillagesdiffer, havingan effectonpublicserviceprovision.

Themultiplicityofdistinctlanguagegroupsanddialectsneedstobetakeninto considerationwhenre-engineeringandre-organizingpublicservices,including providinginformation.

4.3 Public Services

The Decree Law No. 6 of March 2016, on the status of the president and municipal administrators and ministries technical groups for administrative decentralization, clearly states the delegation of the authority to the municipal government. According to the law, the president and administrator together with the relevant government agencies are required to provide public services to the community.

These public services are cross sectoral and divided between central government as follows:

Table5Cross-sectoralpublicservices

Area Responsible Ministries

Education Ministry of Education

Health Ministry of Health

Food security Ministry of Social Solidarity and Inclusion

Public works and transportation Ministry of Public Works and Ministry of Transport and Telecommunication

Water, sanitation, environment Ministry of Public Works; Secretary of State for the Environment

Agriculture Ministry of Agriculture Market and tourism management Ministry of Tourism, Commerce and Industry Social action Ministry of Social Solidarity and Inclusion

Civil protection Ministry of Home Affairs (Interior)

Natural disaster management Secretariat of State for Civil Protection

Civil registration and cadastre Ministry of Justice

Support to NGOs and community organizations Civil Society Support and Social Auditing Service Prime Minister’s Office

Reflecting on the spirit of the previously mentioned decree, most of the central government agencies have started to provide services at the municipal level, but delegation of powers has not yet happened.

According to the Timor Leste Strategic Development Plan 2011 2030, there are approximately 28000 public servants, of whom 75% are men and 25% women, and of whom 19% have higher education.26

Although there have been policies on delegation of authority, and the allocation of staff and finances, the reality on the ground shows that the services available at the municipal level are still far from the expectations of the community. In fact, people really want services that are easy, fast, cheap, and available in one place, starting from the municipality, sub district and village level. But on the other hand, the government is still unable to make it happen.

The classification of public services varies from country to country, but public services are mainly categorized as follows:

General public services provided by the public sector or an authorized party to the society without a direct request and identification of the beneficiary (i.e. public transport, public security, policy making).

Direct public service provided by the public sector or authorized party to a specific identified person or business via a direct service contact for the purpose of gaining benefits or performing an obligation (e.g. renewal of driving licence, social benefits, business registration, etc.).

During the interviews with stakeholders, the focus of services to be provided was put on direct public services. It is expected that while the organizations become more mature in the service provision and have a better understanding of the OSS’ capabilities, also other general public services will be getting more attention.

Key findings

4.4 Service provision in local municipalities

Field visits to local municipalities took place between 17 23 March 2022 to assess the services provided, the service delivery mechanisms, and the existing infrastructure. During this time TimorLeste was in the middle of the rainy season and access was difficult due to poor road conditions. Road access from the village to the capital of the municipality was poor and almost all roads connecting villages to sub districts and sub districts to municipalities were damaged, making it difficult for rural communities to get fast access to the services provided in the municipalities. Furthermore, it was difficult for civil servants in the municipalities to travel to the villages to provide services.

The representatives of the municipalities who were interviewed were committed and enthusiastic about accepting the OSS concept and expressed hope that the pilot will be launched in the near future. All municipal leaders were eager to launch an OSS pilot in their municipality. They agreed that an OSS is the best concept in providing quality services to communities present in municipal, sub-district and village areas.

The municipalities Ermera, Liquiçá and Aileu do not have their own service provision premises. They share space with the departments of ministries at the municipal level. This problem is exacerbated by the limited size of the room, and it is therefore difficult for the customers to get access to good services. Even in cases where the agencies have their own office, there is often not enough space to provide the services, resulting in a customer limit of 10 25 per day. This narrow office space especially affects services provided to people with disabilities and other vulnerable groups.

The comparison of the visited municipalities and their service provision practices indicated that each municipality has a different approach to the provision of services. There are very few similarities in the procedures of the compared municipalities. The experience for users varies a lot between different municipalities. There was clear evidence that even if working side by side, the natural progress of aligning processes and functions between organizations does not happen strong coordination is needed to make all stakeholders work in the same direction. The lack of stable internet access and a low level of ICT skills (including use of computers, printers, scanners, and photocopiers) were considered the biggest problems in local municipalities. There is a need for better technical support – sometimes it takes a few days before technical issues can be fixed and the service provision restored. It may even take months if the ICT equipment needs to be sent somewhere else for repairs or a new procurement must be initiated in order to replace broken equipment. The lack of human resources is also causing problems.

Information about public services is shared via community radio, in the church every Sunday, through monthly meetings with village heads, and via official announcements. Phones and mobile applications such as WhatsApp are also popular channels through which to share relevant information. Feedback and suggestion boxes are available in local governments to collect feedback on services, but they are not popular among local people. There is no regulation allowing municipalities to generate their own revenue and municipalities are dependent on the budgets allocated by the central government. The lump sum and accommodation regulations are not considered to be the best solution, and it does not motivate employees to take official trips to

remote villages more than 40 km away. While travelling to other municipalities, such as Díli or Liquiçá, which are only 35 40 km away via very good road connections, each staff member earns approximately 40 US dollars per day.

The central government has opened regional offices in different municipalities to provide services closer to peoples’ homes as can be seen from the Table 6.

Table6Overviewofservicesprovidedinthemunicipalities

Municipality Type of services offered Comments

Aileu Issuance of Birth Certificate, Voter Card, and Identity Card; Business Licensing

Ermera

Issuance of Birth Certificate, Voter Card, and Identity Card

Liquiçá Issuance of Birth Certificate, Voter Card, Identity Card and Passport

Services regarding voter cards, identity cards and birth certificates are provided in all 13 municipalities. Other services such as passport issuance, business licensing, driving licensing, transportation track permits and car inspection reports have not been submitted simultaneously, they are still provided in stages.

During the interviews, questionnaires were used that relied on the key elements of the OSS (see chapter 1). An overview of the interviews is provided in Annex 4.

Key findings

Today'sinfrastructureinlocalmunicipalitiesneedssignificantimprovementsfor pilotingtheOSSmodel.

Nodatahasbeencollectedsystematicallynorisitavailableinlocal municipalitiestoassessserviceprovisioneffectiveness.

Theprovisionofservicesinlocalgovernmentsisnotstandardizedand communicationwithotherstateauthoritiestoexchangeinformationisnot considerednecessary.

Thereisnoevidencebasedoverviewofhowlocalpeoplearesatisfiedwiththe servicesprovidedbylocalmunicipalities.

Localmunicipalitiesneedsupportandclearguidanceintheprovisionofpublic servicesbyasinglecoordinator

4.5 Legal readiness for implementing an OSS

The legislation supporting decentralization and implementation of the OSS is the following:

1. Constitution of the Democratic Republic of Timor-Leste

The Constitution invokes the principle of administrative decentralization in Timor Leste stating that “the State shall respect, in its territorial organisation, the principle of decentralisation of the Public Administration” .

Although Articles 5(2) and 71(4) leave the political and administrative organization of the territory to the law, the Constitution itself sets out the essential features of territorial decentralization at local level. Article 65 (1) states that elected bodies of sovereignty and local government shall be chosen through universal, free, direct, secret, personal and periodic suffrage, and in section 72.1 of the Constitution, it is stated that the local government is made up of territorial collective bodies endowed with representative bodies, with the objective of organizing the participation of citizens in solving their community's problems and to promote local development.

The principle of the Timorese Public Administration is enshrined in the article 137 of the Constitution of the Democratic Republic of Timor Leste, which reads:

"(1) The Public Administration shall aim to pursue the public interest, with respect for the legitimate rights and interests of citizens and constitutional institutions.

(2) The Public Administration shall be structured so as to avoid bureaucratization, bring services closer to the people, and ensure the participation of stakeholders in its effective management.

(3) The law establishes the rights and guarantees of the administrators, namely against acts that harm their rights and legitimate interests."27

2. VIII Constitutional Government Programme

The VIII Constitutional Government dedicates chapter six to the administrative deconcentration and administrative decentralization processes28 .

3. Law No. 11/2009, of 7 October, which approves the administrative division of the territory, amended by Law No. 4/2016, of 25 May and by Law 14/2021, of 7 July

In this sense we refer to Law No. 11/2009, of 7 October, which approves the administrative division of the territory, amended by Law No. 4/2016, of 25 May and by Law 14/2021, of 7 July, and the requirements for the creation, modification and extinction of administrative districts, the balance of potential and resources for development and the consideration of geographical, demographic, economic, social, cultural, and administrative factors or interests of national and regional or local order.

27 Constitution of the Democratic Republic of Timor Leste, 2002

Program of the Eighth Constitutional Government, Timor Leste

4. Law no. 23 /2021 of November 10 Local Power and Administrative Decentralization Law

This law establishes the organization, composition, and powers of local government bodies, as well as the legal framework for the administrative decentralization of the state, and defines a municipality as a public corporate body, with population and territory, endowed with administrative, financial, patrimonial, and organizational autonomy, and representative bodies that aim to pursue the interests of the respective populations, as a factor of national cohesion (Article 2).

Article 7 provides the precept of deconcentration, under which the municipality must bring its administration closer to the population, organizing the services in such a way that they have decision making capacity at the level of administrative posts.

Article 19 introduces the Principle of Administrative Decentralization, which states that the distribution of attributions between the central administration and the municipalities need the implementation of public administrative interests of a predominantly municipal nature.

5. Law No. 22 / 2021 of November 4, the Municipal Electoral Law

Given the constitutional precepts mentioned above, and in this framework, the National Parliament approved the Law No. 22 / 2021 of November 4, the Municipal Electoral Law, which regulates the elections of the heads of municipal bodies in a concise, coherent and well grounded manner, in line with the reality of the country.

6. Decree-Law No. 2 / 2016 of March 16 that approves the Statute of Presidents of Municipal Authorities and of Municipal Administrators

With the present decree law, the Government of Timor Leste establishes a proper and adequate statute for the exercise of the functions of Municipal Authority’s President and the Municipal Administrator, aware that with the appreciation and recognition of the uniqueness of the exercise of their respective functions, a more qualified, efficient, and effective local Administration will advance more rapidly in the provision of public goods and services, capable of boosting the local development process.

7. Decree-Law No. 3/2016, of March 16, on the "Statute of Municipal Administrations, Municipal Authorities and the Interministerial Technical Group for Administrative Decentralization"29

With the approval of the Decree Law No. 3/2016, of March 16, on the "Statute of Municipal Administrations, Municipal Authorities and the Interministerial Technical Group for Administrative Decentralization", in its current wording, it is defined that the process of Administrative Decentralization and Installation of the Representative Bodies of Local Power is to develop in phases starting with administrative deconcentration, which will be followed by the establishment of the local power through municipality election.

29 Decree Law no 3/2016 of March 16, republished by Decree Law no. 9/2018, amended by Decree Law no. 54 /2020 of 28 October and by Decree Law no. 4/2022 of 12 January

The Territorial Administrative Deconcentration process is also framed in the aforementioned Decree Law, through the establishment of interorganic administrative contracts that:

1. aim to ensure the delegation of powers of Central Government bodies to Local Government bodies

2. through the autonomization of the annual budgets of Municipal Authorities and Municipal Administrations in relation to the annual budgets of Central Government bodies and services, and

3. through the deconcentration of powers in local government bodies for the practice of acts of management and execution of the respective budgets.

8. Government Resolution No. 11 /2019 of March 1330

The Government Resolution No. 11 /2019 of March 13 approving the implementation of the Administrative Decentralization Strategy and the installation of Representative Bodies of Local Government, defines the will of the VIII Constitutional Government to continue the process of modernizing the public administration and raising its effectiveness and efficiency, which necessarily includes its deconcentration and decentralization, through the transfer of responsibilities, powers and duties to local and municipal bodies, empowering them and creating conditions for them to provide quality services. Whereas the Program of the VIII Constitutional Government foresees the continuity of the execution of the administrative decentralization strategy, namely through the revision of the legal framework regarding the organization and functioning of Municipal Authorities and Municipal Administrations; the attribution of legal personality, administrative and financial autonomy and its own patrimony to the Municipal Authority of Ermera and the Municipal Administrations of Aileu and Liquiçá; the presentation to the National Parliament of legislative initiatives regarding Local Government and administrative decentralization; the election of representative bodies of Local Government, municipal finances, patrimony and procurement; and the status of human resources assigned to the Local Government.

9. Government Resolution No. 45 /2020 of December 9 which approves the implementation of the strategy of administrative decentralization and installation of the representative organs of the Local Government In order to maintain the timeliness, suitability and feasibility of the main policy objectives set out in the Government Resolution No. 11/2019 of 13 March, namely to initiate the transition to institutional and territorial administrative decentralization, this Government Resolution reschedules the actions and the strategic and operational objectives set out in that resolution to add a new action program for the identification and mapping of human resource needs in the services of Municipal Administrations and Authorities and the promotion of the definition and description of functions and responsibilities for certain positions, and approves the conversion of the Ermera Municipal Authority and the Municipal Administrations of Aileu and Liquiçá into legal persons governed by public law, with administrative and financial autonomy and their own assets, among others.

30 Government Resolution No. 11 /2019 of March 13 Implementation of the Administrative Decentralization Strategy and Installation of Representative Organs of Local Government of Local Government

Generalization

Althoughdecentralizationissupportedbythehighestpoliticalwillanditisa partoftheGovernmentProgramme, whichstatesthatgovernmentmust providepublicservicestoallcitizensanddelegatethistomunicipalities, the OSSimplementationregulationismissing.

TheexistinglegislationdoesnotexplicitlymentionanOSSbutmakesaclear referencetotheneedtoprovideservicestothecitizensattheclosestpossible levelandreferstothemunicipalities’righttoprovidesuchservices.

Thelegalframeworkconcerningtheimplementationofdecentralizationdoes notrevokeanyofthecurrentlyeffectivelegalactsafterdecentralization.

Governmententitieshavenotdelegatedtheirpowersofserviceprovisionto municipalities(neitherasdecisionmakersnorasmediators)andcontinue providingpublicservicesthroughregionalofficesorareplanningtoopen additionalregionaloffices.

Thelegalframeworkfordataprotection, cybersecurity,dataexchangeand otherkeyareasrelatedtodigitalgovernanceandserviceprovisionismissing.

Itisnecessarytodefinearegulatoryframeworkemphasizingsimplification, security,andthedevelopmentofefficient,rationalelectronicservicesthat complywiththehighestinternationalstandardsandcoveringareassuchasthe legalregimeforcyberspacesecurity,personaldataprotectionandpayment services, togetherwithanelectroniccurrency.

TheDecree-Lawondecentralizationhasalreadybeensubjecttosome amendments,soadoptionofaconsolidatedandpreferablyannotatedversionis recommended, tofacilitateamoregeneralunderstandingbynonlawyersand thestakeholders.

4.6 Technical readiness for implementing an OSS

Looking into Timor Leste’s infrastructure and considering the perspective of an OSS, there are specific concerns and aspects that require more focus. As the OSS is about delivering services to citizens and residents, the infrastructure related to physical communication (transportation) and information communication becomes important.

To understand the situation with the technical infrastructure, the physical environment must be considered climate and geographical location create extremely wet conditions resulting in frequent flooding during the wet season. This has a heavy impact on the transport infrastructure. As a result, significant seasonal obstacles for transportation of humans and goods exist – from the perspective of providing public services, there are also issues with physical access to services, which will exist and must be considered

Cable based infrastructure, such as power and data networks, are a target for heavy criticism by the local population, specifically in rural areas. In general, the maturity of service providers how the service is provided and ensuring the quality of services is improving but is currently far from what could be called a reliable. Furthermore, just as with physical transportation, the environment plays a significant role telecommunication service providers have acknowledged that physical cable failures are hard to handle during the wet season and this might lead to service interruptions that last for extended periods of days. The Government of Timor Leste has built a network over power lines solution as the governmental network, and the impact and usability for consumers has been declared as good as a service from the private sector. As long as this approach is sustainable, it is reasonable to continue, but the economical effectiveness should be measured and assessed if the resources spent on building a dedicated government network (with direct benefit for the public sector) would be better spent on improving private operator services, as in that case the beneficiary would be the society as a whole.

The computerization of organizations is ongoing, but the focus is on the regular desktop and office application usage - ability to use e-mail, world wide web and productivity applications such as word processors and spreadsheets. Most backend processes are based on paper and the pace of introducing digital information systems for providing public services is low due to lack of ICT related skills.

In Timor Leste, the Public Institute of Information and Communication Technology (TIC TIMOR I.P.) has been established to lead the digitalization process. While the organization has done a good job on establishing different domains and programmes to improve digital capabilities, the sustainability of such an approach is questionable. The problem of sustainability is related to two factors:

• TIC TIMOR I.P. is consolidating activities and functions related to ICT: infrastructure acquisition, network construction, software development, (C)OTS (Commercial Off-theShelf product procurement and software maintenance. Centralization is good for the early phases of digitalization but can lead into problems in later phases.

• The financing system relies heavily on external financial sources since the state budget does not have sufficient resources to contribute. It has been noted from experience with other countries that external financing sources are not good for activities that must be sustainable.

The last and possibly most critical perspective of infrastructure and specifically ICT related infrastructure is related to the human capital. This issue has been identified by many stakeholders both in the ICT field and other fields where ICT competences are low. The problem is even deeper, as it was discovered during the interviews that there is also a very limited ability of ICT competences in the private sector. This significantly limits the possible development of an OSS solution and there is a risk that dependency on foreign resources becomes even deeper.

The considerations exposed here must be kept in mind when planning the OSS solution. Any solution must be fit for the social context that the society can provide and is ready to accept. When looking only for possible OSS models, the situation is quite limiting. Instead, the OSS should be envisioned as an approach that helps Timor-Leste to improve its services and the capabilities of the whole government and the whole society.

Key findings

AccesstoservicesinphysicalandICTtermsisproblematicdueto environmentalconstraints.

Utilityservices(suchaselectricityandbroadbandormobileconnectivity)arein achallengingstatus.Governanceofbaselineservicesrequirestimetoimprove maturity.

PracticalandICTmanagementskillsinthepublicsectorarepoor. Privatesector capabilityisalsolimited.

5 The best feasible model for piloting an OSS in Timor-Leste

5.1 Vision, key barriers, and key enablers

A strong political will exists in Timor Leste to improve the wealth of the society through decentralization and the adoption of an OSS approach. While social and infrastructural challenges have been described in more detail in Chapter 4 "Current situation in Timor-Leste" the following is a short overview of the challenges that could be addressed with an OSS approach:

• The Government is very young and there is very little institutional maturity in the public sector. This can lead to an ad hoc approach (i.e. not long term sustainable solutions) for new challenges. At the same time, low institutional maturity reduces friction to change as there is limited legacy that needs to be taken into account.

• The small population sets limits to public sector resources and the number of officials. The public sector is relatively small and resources to increase it are limited.

• The society is young and on its way to urbanization.

• Technical infrastructure and utility services are not yet a commodity.

The above mentioned barriers define the requirements of an effective operation in a nation where the administrative environment allows citizens and entrepreneurs to increase the size of the economy.

For a seamless government experience in Timor-Leste, the principle of presenting services using One-Stop-Shops must be used. This provides a path for connecting the administrations and public services to provide a seamless experience. Using different stages of the One Stop Shop method, the provision of services is taken in a step by step manner towards a digital gateway that allows citizens and entrepreneurs to access public services at any time and any location.

The following enabling factors that exist in Timor Leste will enable reaching this vision:

• A young population. The tech savvy young population do not have the habit of using analogue public services and have no resistance against digital services.

• There is administrative readiness to revise the approach to public service provision.

• There is a need to provide efficient public services.

VisionfortheOSS:Seamlessgovernmentforaprosperousandstrongnation31

5.2 OSS model suggestions for Timor-Leste

5.2.1 Roles, responsibilities, and cooperation between different stakeholders

To implement the OSS model, it is important to agree on clear roles and responsibilities, which has been shown by several case studies to be the key factor in successful implementation. The figure below describes the key stakeholders related to customer centric public service delivery.

Figure3. OSSinstitutionalframework

Governingbody

The Governing body focuses on the purpose of the OSS and on its outcome for users. It has an overall responsibility in directing and controlling the OSS. It is important to ensure that all related ministries have strong and consistent commitment in the implementation.

To guarantee the effectiveness of the governing body, a set of administrative rules for making decisions, sharing information, and other activities must be agreed upon.

Stakeholders have expressed the opinion32 that the governing body should be composed of representatives of all related ministries and act under the guidance of the Prime Minister’s Office.

The representatives of local municipalities and civil society organizations (e.g. vulnerable groups) should also be involved. According to the Local Power and Administrative Decentralization Law, it is up to the Prime Minister to sign the agreements transferring competencies to municipalities.

The responsibilities of the governing body are as follows:

32 The breakout session was held on 17 June 2022, following the Presentation of the key findings of the interviews and field visits for the OSS implementation in Timor Leste. Hosted by the Ministry of State Administration and the UNDP Timor Leste.

✓ Setting strategic directions

✓ Setting clear roles and responsibilities for OSS stakeholders and making sure that those responsibilities are carried out

✓ Ensuring OSS funding

✓ Promoting OSS values

✓ Engaging stakeholders

✓ Creating a suitable legal space

✓ Ensuring an effective risk management system operation.

Executivebody

The Executive body is responsible for directing and controlling public service provision and developing common guidelines and standards for public service provision. The executive body would work in close cooperation with the OSS provider and would also involve the representatives of the service owners in the decision making process to ensure the provision of citizen centric services. It is also necessary to involve TIC TIMOR, which is responsible for providing ICT support to government agencies. Different sets of stakeholders have reached the same conclusion that the role of the executive body should be carried out by the MSA, since the MSA is responsible for the functioning of all government institution activities at the municipality level. The MSA has its own structures in the territory of Timor Leste at all levels of the government (municipality, administrative post, and village level), which would contribute to a smooth cooperation between the different stakeholders.

Responsibilities of the executive body are as follows:

✓ Defining frameworks and principles (SOP) for the provision and development of services, service design framework, feedback system, monitoring system, etc.

✓ Coordinating stakeholders

✓ Ensuring that evidence based information is available, and progress is evaluated

✓ Ensuring the proper functioning of information channels, together with TIC TIMOR, and the transmission of standardized service information, together with service providers

✓ Coordinating the e-service platform development and implementation, together with TIC TIMOR

✓ Distributing funding and overseeing its use

✓ Ensuring the efficient and effective use of public resources in implementing strategic priorities

✓ Concluding SLAs with local municipalities

✓ Managing the risks associated with OSS implementation.

Serviceowner(s)

Service owners are responsible for creating service value and monitoring service provision. Service owners know their services better than the other parties and only they can make decisions related to public service business rules The owners of the service are generally the ministries or government organizations responsible for providing specific types of public services such as, the Ministry of Transport and Communications, the Ministry of Justice, etc.

The responsibilities of service owners are as follows:

✓ Setting business rules for service provision and developing SOPs for services

✓ Ensuring the presence of up to date information about services in information channels in accordance with the agreed framework

✓ Optimizing, developing, and redesigning their service(s) to create value to customers and to society in general

✓ Building back end systems to support service provision

✓ Training the OSS service provider on business rules related to the provision of the service(s)

✓ Providing support to the OSS service provider on specific service related situations (including technical)

✓ Making decisions on what to change, what aspects of the service to further develop

✓ Monitoring and analysing service provision fulfilment to the SOP

✓ Forecasting the volume of the service and pricing the cost of services

✓ Managing the specific risks associated with the service(s).

OSSserviceprovider

The OSS service provider is responsible for ensuring that the service process is customer friendly and supported by efficient work processes and as close as possible to the citizens. The service provider may act as a public authority, a local authority, a private company, or a PPP body. In the case of Timor-Leste, the role should be carried out by the local municipality. Municipalities are a good option as service providers as they are closest to the end users and have the best understanding of the local situation. Providing services will also create additional jobs at the local level.

The responsibilities of the service provider are the following:

✓ Knowing the citizens and collecting feedback from service users

✓ Providing standardized services based on the SOP

✓ Recruiting and training employees to ensure a high level of customer service

✓ Ensuring optimal and well functioning OSS workflow in the OSS service centres

✓ Monitoring service provision volume and fulfilment to SOP standards

✓ Communicating closely with the service owner, clarifying SOP requirements, gathering feedback, and strengthening synergies at the local municipal level between the parties involved, in the provision of services

✓ Managing the risks associated with the service provision.

Some recommendations for strengthening the smooth and well functioning cooperation between OSS related stakeholders are as follows:

andfeedbackchannelsaremandatoryforthoseresponsiblefortheOSS implementation.

Regularprogressreviewsandimprovementactivitiesarecoordinatedbythe governingbody

Establishatransparentdecisionmakingprocessandensuretheinvolvementof allrelevantstakeholders.

5.2.2 Possible model for piloting an OSS in Timor-Leste

5.2.2.1OverviewofthethreelevelOSSmodel

Based on the key findings from our case studies, field visits to local municipalities, as well as interviews and meetings with key stakeholders, our expert team has proposed the following model for the implementation of an OSS pilot in Timor Leste, which is described in Figure 7 below:

Figure4.ProposedOSSmodelforTimorLeste

The proposed OSS model works on three levels municipality, administrative posts, and sucos levels. The municipality is responsible for coordinating the work of the OSS at all three levels, including the coordination of the provision of services and the maintenance of the competence level of the employees necessary for the provision of services.

Service Centre at the municipality level. There will be 13 OSS service centres at the municipality level, which provide the widest range of public services (from information services to direct public services) as well as first and second level customer support. The first level customer

support includes sharing information about the services provided by OSS and assisting citizens with submitting the necessary applications and other related documents. The second level of service support involves helping citizens solve more complex service cases. Municipality level service centres are also responsible for processing applications received from the sucos and AP levels and for optimizing everyday working processes related to services and integrating front end delivery for public services.

Service Centres at the Administrative Post level provide information services and first level customer support. Like the sucos level, they also collect applications and transfer them to municipalities for processing. Service Centres at the AP level can also provide limited selections of services offered at the municipal level, depending on the complexity of the services. For example, such services could be the issuance of birth certificates and voter cards.

At the sucos level, so called mobile service cars33 provide information about services, collect applications (and other relevant documents), and transfer them to municipalities at the administrative level. Issuance of birth certificates may also be considered. After processing the applications, the necessary documents would be returned to the citizen. If a stable internet connection can be established in remote areas, service offices can open in all sucosas seen in the case of Bangladesh. Emphasis could be put on the preparation of e services and building the digital platform, and the sucoslevel could focus more on the vulnerable groups.

Convening Municipalities' Committees at the municipal level would allow harmonizing and improving the quality of the provided services. Such committees should involve representatives of citizens, community leaders, and line ministries. Furthermore, the committees should ensure equal treatment of the parties. Discussions and sharing of experience at the municipal level would improve service delivery processes and advance the implementation of best practices.

It is critical to decide and legally enforce the role of the municipality whether it acts as a mediator or a decision-maker. Acting simultaneously as a mediator and a decision-maker for different services is also possible but not recommended, as it would expose an additional complexity that would hinder the service experience for the end users The participants of the breakout session did not reach a common agreement on the role of local municipalities after decentralization. However, there was a common opinion that the funding should be provided by the Government.34

Recommendations for piloting an OSS in Timor Leste are as follows:

Astableinternetconnectionandelectricityshouldbeensuredbeforestarting withthepilot.

33 For example, when the government operated the National Bank of Commerce in Timor Leste (BNCTL) in 2010, for some municipalities that did not yet have a branch office, mobile service (service cars) used to serve the communities in those municipalities and were even used to make payment to the veterans and elderlies’ pensions at administrative post and village levels until they completely had their own branch offices.

34 The breakout session was held on 17 June 2022, following the presentation of the key findings of the interviews and field visits for the OSS implementation in Timor Leste.

Servicesprovidedatdifferentadministrativelevelsshouldbethesameto ensureequaltreatmentofcitizensandasimilarqualityoftheservicesprovided.

Servicelevelsshouldbeagreedwiththeserviceproviders.Theservicelevels shouldbemadeavailabletoallparties, includingthecitizens Itisimportanttocontributetocustomerservicetrainingskillsatallinstitutional levelsandconsidercustomerorientedskillswhenrecruitingemployees.

5.2.2.2PrimaryservicesduringOSSpiloting

Birth certificates, voter cards and identity cards are currently being issued at the municipality level by the municipal offices of the government agencies and ministries. In some municipalities it is also possible to apply for licenses and passports. Based on interviews with stakeholders, the expert group proposes to include the following public services when launching the OSS pilot, since these are very large in volume and create the biggest value to the end-user:

Priority Public service Explanation

1. Issuance of the identity card

The identity card is used as a proof of a person’s identity when applying for a passport or a new job in government agencies, particularly in civil service and the national police. Although the issuance of the identity card has already been delegated to the municipality, the maximum benefit and value offering has not been achieved due to the limited number of staff and supporting facilities. Better user experience can be provided when all services at the municipality level are provided in an OSS so that there is no need for the end user to spend time communicating with different service providers, finding out whom to turn to.

2. Issuance of the birth certificate

The birth rate in Timor Leste is very high (approximately 4.7% per year), while most of the children under age 5 do not yet have a birth certificate. Piloting this service in an OSS in an optimized manner (both in terms of quality and quantity) would motivate parents to register their children and help the government to update demographic data. If provided in a fast and easy manner, the launch of this service would help to get a positive user experience and build trust towards the OSS.

3 Issuance of the Voter Card

According to the law, every citizen who has reached the age of 17 is required to have a voter card to participate in the village election, presidential election, parliamentary election or in the municipal election (in the coming years). The voter card is the main requirement to attend the election, but in addition it also has multiple functions. Namely, it is the main requirement for accessing health services, education related services,

Priority Public service

Explanation

bank assistance/documents, social assistance, applying for a job and other public services (elderly pensions and veteran’s subsidies). Additionally, it is used as a complementary document when handling other documents in public institutions.

4 Issuance of a driving license

6 Issuance of a vehicle and/or motorbike ownership certificate

Issuance of driving licenses at the municipality level is another example of one of the most frequently used services that should be provided at the local level. The number of vehicles (motorbikes) is increasing rapidly and together with it, the need to get a driving license.

Ownership of vehicles (motorbikes) is increasing rapidly, and the increase is expected to continue given the Government's plan and activities to improve infrastructure in the sub municipalities and villages. This means that there is an increasing need to access such a service.

7 Business registration Although SERVE already provides this service in 10 municipalities, and plans to open offices in every municipality centre, there should be a possibility to access this service close to home without travelling. This would be a good opportunity for pilot cooperation with municipalities by providing the service through one door. Furthermore, the public interest in doing business, either as a micro, small and or medium enterprise, is the basic reason for the implementation of the OSS at the municipality or even sub municipal level. The total number of registered companies in 2020 was 4,182; in 2021 already 4,254 and based on the statistics of the first quarter in 2022, the estimation for 2022 will be 5,104.

Authors of the study recommend starting with the first three services to be able to manage the scope of the pilot The prioritization of services is based on the results of the breakout session (Annex 6) Business registration has been added to make it easier for citizens to start a business and thereby strengthen the economy.

In addition to the previously mentioned services to be piloted and provided at the first phase, the OSS should provide information about all public services (e.g. issue of passport, issue of transportation licenses, etc.).

When choosing the next services to be provided in the future, it is advisable to follow the following principles:

Startwithservicesthatdonotrequireaveryhighlevelofprofessional competencefromtheserviceprovider,toreducethepossibilityoferrorsand buytimeforthedevelopmentofcompetences.

Startwithservicesthatareverylargeinvolume,suchastheissuanceof identitycards,birthcertificatesandvotercards,toreachaslargeatarget groupaspossible.

Startwithservicesthatcreatethegreatestvalueforthecitizen,sothat

Moveforwardinsmallstepsanddemonstratesmallwinstogainthetrustof citizens.

Takethemultiplicityofdistinctlanguagegroupsanddialectsintoconsideration whilereengineeringandreorganizingpublicservices,includingproviding information.

Afterthepilot, theOSScouldincludeservicesprovidedbytheprivatesectorto supportthegrowthoftheeconomy

5.2.2.3Pilotingmunicipality

As mentioned above, the municipalities of Liquiçá, Ermera and Aileu have been chosen as possible implementers of the OSS pilot. It is possible to run a pilot in all three in parallel, but if there is a need to choose one, the authors of this study would recommend Ermera municipality because of the following reasons:

A strong leadership less barriers when implementing the OSS

A growing coffee production industry there is a need to ease the business environment and communication with the government

Bad infrastructure in some locations – this is a good possibility to test all service channels

The second largest population a good possibility for value creation for a large number of individuals

A large number of villages a good chance to test all service channels and communication between service providers and service owners

The youngest population a possibility to test digital channels and communication as well as a good possibility to create value for a vast number of people who require documents to be issued

7. The biggest poverty rate a possibility to address vulnerable groups by providing information and services

8. The lowest employment rate – a possibility to support the business environment and address vulnerable groups by informing them about their rights and possibilities

9. Already being provided services by the SERVE, the MoJ and some other government organizations a good possibility for training and support.

It must be noted that Tetum Prasa is not the main language in Ermera and therefore it constitutes a risk during the piloting of the OSS since all information must be provided in several languages. At the same time, it also enables to test the OSS model in a multi lingual environment.

5.2.2.4AddressingvulnerablegroupsthroughtheOSS

Implementation of the OSS gives a good possibility to address vulnerable groups (the elderly, women, disabled people, etc.) directly close to their home, regardless of their gender or social status.

Firstly, to reach vulnerable groups it is extremely important to establish a single easily accessible information channel (for example mobile application) at an early stage, which would provide standardized, simple, and reliable information to the citizens. It is also important to remember that all people living in remote areas need to be reached in their local languages, as emphasized by Munkhtuya Altangerel, UNDP Resident Representative, in her speech35 . Aiming for smartphones as the main user devices and following responsive design techniques would make it easier to reach more clients at the same time. Timor Leste’s population is young and almost all citizens have smartphones. Young people are open to new solutions and are eager to learn. Secondly, the OSS enables to decrease the unemployment rate of women by giving them the possibility to apply for a job close to home36. Keeping this in mind, at least 50% of the OSS’ employees should be women.

Thirdly, mobile service cars ensure access to services close to vulnerable citizens’ homes, regardless of their gender or social status. This constitutes the importance of involving all levels of the OSS model in the implementation of the pilot, and not just the municipality level.

Fourthly, it is also necessary to ensure that people with disabilities have access to the physical offices of the OSS. This should be considered when building or redesigning OSS centers In the long term, with the maturity increase in the administration, public services should be transformed to proactive e services, as this would eliminate problems related to vulnerable groups with proactive services it shall be the service provider’s concern to reach out to the user37 .

5.2.3 OSS implementation modality

While the primary question discussed in this report is the piloting of a possible OSS approach, it is important to have a long term vision that exposes how the pilot can be extended to full scale implementation in the country.

To achieve the desired result38, the eGA expert team recommends the implementation of the OSS model in three main stages:

• Stage 1: Providing information of public services and communication via different channels.

Stage 2: Providing services via a single window or a single door.

• Stage 3: Delivery of integrated e government services (out of the pilot scope).

Figure5.OSSPhases

Piloting approach: The pilot is carried out in the first two stages.

While participants of the breakout sessions shared the opinion that the OSS pilot should be implemented at the municipality level (Annex 6), the expert group recommends small scale piloting at all three levels municipality, administrative post and sucos levels to test its sustainability. This is particularly important as one of the objectives is to reach vulnerable groups and is mainly supported by the provision of services at the administrative post and sucos levels. The pilot project does not need to be fully implemented at all levels – a limited number of administrative posts and sucos would fully serve the purpose.

The proposal is to implement the OSS incrementally in functional terms through the stages described below. Piloting is used at each stage to validate the main concepts of the stage. This would result in the following OSS implementation:

• Stage 1 implementation:

i.e. a government online portal which provides public services to both citizens and businesses.

o Pilot the first stage in the selected municipality by providing information services. This enables trialing the proof of concept of the technical solution without making a heavy investment.

o Prepare preconditions for stage 2.

• Stage 2 implementation:

o Pilot the second stage in the selected municipality with the selected services.

• Stage 3 implementation is out of the pilot scope, but it is important to emphasize that it requires following the same approach as described above, if the pilots in stages 1 2 are successful.

Stage1

The first stage includes the implementation of the OSS as an information provider and a preparatory stage for the provision of services

Our recommendation is to start with stage 1 in a similar way to Cabo Verde. At this stage, it is important to raise the awareness of stakeholders and citizens and prepare them for the change. The successful implementation of this stage will make it possible to demonstrate a quick win and achieve citizens’ and stakeholders’ trust. Clearly defined functions and roles need to be agreed among the stakeholders in advance. To successfully implement this stage, a training system for the OSS employees must be in place. The information service provision stage contributes to raising the citizens’ awareness of the rights, opportunities and obligations associated with public services. A significant part of the population in Timor Leste lives in poverty and awareness raising contributes to the development of entrepreneurship in rural areas.

In this phase it is necessary to carry out the following activities:

✓ Selection and implementation of the most convenient and accessible information channels for customers

✓ Agreeing on the standard operating procedures (SOP)39 to provide standardized and clear information about the services to citizens.

✓ Establishment of a public service catalogue to create a general overview of the services offered.

✓ Conclusion of service level agreements (SLA) between service owners and the OSS provider to agree on service level indicators.

✓ Developing a feedback system to gather citizen’s feedback.

✓ Developing a monitoring system to assess service volume, volitivity, quality, etc.

Stage2

The second phase of implementation focuses on transforming the OSS into a service provider, offering services via a single window or a single door40 as well as constitutes the preparatory phase of the provision of digital services. At this stage, the focus must be on optimizing the service process (including back-office procedures) and customer-centricity. It is important to obtain a clear overview of the volume and costs of services provided and problems involved in the provision of services.

In this phase it is necessary to carry out the following activities:

✓ Optimization and standardization of service processes

✓ Development of SOP for the services provided by the OSS

✓ Systematic and consistent training of service providers by service owners

✓ Digital skills training of all stakeholders

✓ Systematic collection of citizen’s feedback and improvement of services

✓ Improvement of the monitoring system

✓ Updates to the service catalogue

✓ Preparation and initial deployment of e-government solutions: digital identity and secure data exchange platform

Recommendations for implementing stages 1-2:

40 Single window one goverment official provides different services; single door different services provided at one location by diferent officials.

Defineastrategyfortheprovisionofpublicservicesandinformcitizensabout whichservices, andatwhatservicelevel, theyhavetherighttoexpect.

CreateonevisualidentityforallOSSchannels.Whileasimplestep,itisalso importantforserviceproviderstorecognizethattheyareallworkingtowards onegoal.

Provideinformationtothecitizeninasimpleandunderstandablewayandavoid bureaucratictext.

Trainserviceproviders’customerserviceskillsandlinkittocustomerfeedback.

Developtheskillsofserviceownersandserviceprovidersinbusinessanalysis andbusinessprocessreengineeringandoptimizing.

Stage3

Stage 3 is out of the scope of the pilot, but still important to consider after the analysis of the pilot results and before planning the next steps. In this stage, the OSS is an integrated service provider using the e government portal (or app or similar, hereinafter referred as a 'portal', while not defining that it must be a website). The preconditions to start offering integrated and secure eservices to citizens include a secure data exchange solution, electronic identification, and base registers in digital format.

In this phase it is necessary to carry out the following activities:

✓ Redesigning the services offered and designing e services

✓ Conducting digital skills training for citizens and civil servants

✓ Conducting business process reengineering skills training among civil servants and public service owners to benefit from e-government solutions

✓ Development of the Data Protection Law for the secure exchange of digital data and ensuring the protection of personal data

✓ Strengthening and popularizing the digital identity solution among citizens and service providers

✓ Strengthening and popularizing the secure data exchange solution among service providers

✓ Significant improvements to the portal to provide public services in a digital environment

Figure7.OSSStage3

Recommendation for implementing stage 3:

Thereareseveralmaturitylevelsforprovidingdigitalservicestousersanditis possibletoleapfrogsomematuritylevelsiftheprocessiswellgovernedand coordinated.Thisallowssavingcostsaswellasavoidingfragmentationand unevenqualityofpublicservices.

Developthedigitalskillsofstaffforalllevelsoftheoperation.Focusonthe nonICTstafftohaveatleastabasicunderstandingofwhatICTcanprovide, withinsightintoelementarycyberhygiene

Outsourceinformationsystemdesignanddevelopmentworktotheprivate sector.

Growtheecosystemofegovernmentandincludeasmanypublicservice providersaspossible.

Outsourceeservicedesignerstohelpdesigncustomercentriceservicesand trainserviceownerstobesmartoutsourcers

5.2.4

Legislative framework for the OSS model

There are different models of legislative framework supporting OSS management and service provision:

1. Separate law covering the objectives, roles, responsibilities, and structure of an OSS (e.g. Portugal)41

2. A legislation set that forms the framework for an OSS (e.g. Estonia).

Considering that an OSS is to be piloted for the first time and that the legislation regarding decentralization is in place and needs a properly studied and framed implementation, we suggest adopting a separate decree law for the OSS, so that the framework would be clear and easily understandable. The framework needs to set clear rules on how the OSS is managed and operated together with obligation to provide public services through it. In addition, there are several laws and regulations to be changed (e.g. considering specific services such as birth registration, etc.), but the general framework should be established with one legal act.

The OSS decree law should include the following:

Objective of the OSS

Mission of the OSS

Principles of OSS management

Implementation and service provision principles, including possibility for the municipalities to act as decision makers or

Rights, obligations and responsibilities of related

obligations, and

monitoring and supervision rules and

suggested model regulation for OSS is provided in Annex 7.

5.2.4.1Suggestedroadmapforlegislativechanges

The suggested roadmap for establishing an OSS implementation legislative roadmap in Timor Leste is the following:

Decree Law No. 74/2014, amended by Decree Law No. 105/2017, of 29 August and Decree Law No. 104/2018, of 29 November Establishes the rule of digital provision of public services, enshrines assisted digital attendance as its indispensable complement and defines the method for concentrating public services in Citizen's Shops

1. Adoption of the Government resolution to support the first phase of piloting of the OSS by establishing a task force for the implementation and start up of citizen centric customer services known as an OSS:

a. This mission unit (task force) has the assignment to evaluate the implementation and develop the best proposed models, as well as the institutional articulation with the public services and private companies that will make their services available in the OSS’ space, which, in a first phase, will be in the pilot municipality. After the implementation of the first OSS, it is important to proceed with the performance evaluation and to promote the institutionalization of the entity that assures the management of the OSS and the respective expansion throughout the national territory, under the supervision and superintendence of the Member of the Government, who oversees State Administration. A similar approach was implemented in Portugal.42

b. Initiate a change of the organization of the Ministry of State Administration, in terms of its attributions, to include the responsibility and supervision of the provision of public services to the population through the Balkaun Uniku (OSS), within the scope of the installation of the OSS in the Municipalities. Initially integrated in the Interministerial Technical Group for Administrative Decentralisation as a unit mission (task force), and then through the Executive Body.

2. Amendment of the Decree Law No. 3/2016, of March 16th, which approves the Statute of Municipal Administrations, Municipal Authorities of the Interministerial Technical Group for Administrative Decentralisation, and place in this Technical Group the development and monitoring of the OSS pilot in Timor-Leste, in accordance with the unit’s mission established in the previous number and create a legal framework for piloting the first and second phase of the OSS. Depending on the services within the pilot relevant legislation may also need review. Similar supportive legislation was adopted in Portugal.43

3. Adoption of the OSS decree law that enables implementation of the third stage of the OSS and creates the permanent agency for the management of the OSS, as part of the indirect administration of the State, and under the supervision and superintendence of the Ministry of State Administration. In addition, the decree law regulates the functioning of the services to be provided at Balkaun Uniku and defines the framework of the staff:

a. Balkaun Uniku ensures the provision of the services assigned to it, and in obedience to the respective organic and statutory provisions of the service owners.

b. The employees in the OSS have a work regime resulting from the corresponding legal provisions applicable to the entities that hired them.

c. The personnel working in the OSS depend hierarchically and functionally on the entities that hired them. Please note that the draft of OSS Law must be reviewed after the pilot and adjusted based on the analysis of its results to form a final legal package.

4. Adoption of the Decree Law that establishes the framework for the transfer of competencies to Municipalities, under the terms of the Local Power Law, which defines the need for agreements on the transfer of powers and responsibilities to Municipalities. Similar approach was used in Portugal.44

In addition, specific laws need amendments to create a suitable legal background for piloting OSS services. The final list of the laws depends on the services to be provided by the municipalities, as they contain details about application submission, review process, decision making and communication with the applicant. While amending specific laws covering specific services, it is important to decide if local municipalities can act as decision makers or mediators. In the first case, the municipality officials are entitled to make changes in the register or decide over the issuance of documents and certificates; while in the second case they act as mediators, accepting submitted documents and issuing certificates while decisions are made by the officials in the government entities. It is important to note that municipalities can have both roles at the same time, depending on the complexity of the service.

The current study focuses of the OSS law setting the main framework for piloting, and includes only a general description of the necessary changes in the supporting legal acts:

Issuance of the identity card

The Decree Law that approves the Organic Law of the Ministry of Justice, Decree Law no.10/2019, of 14 June, amended by Decree Law 11/2020, of 25 March, provides, in its article 22, the competencies attributed to the General Directorate of Registry and Notary Services, with this Directorate having the objective of promoting and implementing the policies regarding registry, notary, civil identification and criminal registry.

Ministerial Diploma No. 38 /DM_MJ/08/2019 of 11 September which defines the organic structure of the General Directorate of Registry and Notary Services.

The issuance of the Identity Card is the responsibility of the National Directorate of Civil Identification and Criminal Records, within the organic structure of the General Directorate of Registry and Notary Services of the Ministry of Justice. There is a delegation of Civil Identification and Criminal Registry at Municipal level in all the Municipalities and the RAEOA.

44 Resolution of the Council of Ministers no. 155/2000 Ensuring the progressive development of a network of citizen service points, guaranteeing personalised service using new technologies, through remote access to public services provided through the private communications network of the Lojas do Cidadão (Citizens' Shops) and Decree Law 104/2018, of 29 November, which defines the rules for municipalities and local councils to install and manage Lojas de Cidadão (Citizens' Shops) and Espaços Cidadão (Citizen Spaces).

Issuance of the birth certificate

The Decree Law that approves the Organic Law of the Ministry of Justice, approved by Decree Law no.10/2019, of 14 June, amended by Decree Law 11/2020, of 25 March, provides, in its article 22, the competencies attributed to the General Directorate of Registry and Notary Services, with this Directorate having the objective of promoting and implementing the policies regarding registry, notary, civil identification and criminal registry.

Ministerial Diploma No. 38 /DM_MJ/08/2019 of 11 September which defines the organic structure of the General Directorate of Registry and Notary Services.

Birth and civil registration are under the jurisdiction of the General Directorate of Civil Registration and Notary, under the Ministry of Justice (MoJ). There are 13 civil registration offices, one in the capital town of every municipality. In addition, there are notary offices in Díli, Baucau and Oecusse. Whether a birth takes place in a health facility or at home, the registration process is the responsibility of the family. Within the scope of the organization of the deconcentrated services of the General Directorate of Registry and Notary Services, a birth and death registration office may operate in hospital establishments, which belongs to the civil registry office of the municipality where the respective health unit is located.

Issuance of the Voter Card

Law No. 6/2016, of 25 May, amended by Law No. 19 / 2021 of 8 September Electoral Registration Law Decree Law No. 1/2007, of 18 January, on the Organic Statute of the Technical Secretariat of Electoral Administration

The right to vote is granted to all citizens above the age of seventeen, however, the exercise of the right to vote is subject to prior registration in the electoral register. The exercise of the right to vote is subject to prior enrolment in the electoral register and possession of the Voter's Card issued by the Technical Secretariat for Electoral Administration (STAE, acronym in Portuguese), through enrolment in the offices of the decentralized STAE services or in the voter registration offices with jurisdiction over the area of habitual residence of the citizen.

The amendments regarding each pilot service need to include the following:

1. grant municipalities the necessary powers for accepting documents

2. state that the relevant service will be provided by the OSS, and that the OSS will be the main contact point

3. adjust the procedural rules suitable for operating the OSS

4. establish a clear legal ground for municipalities to act as service providers

5. establish clear rules for the service owner to conduct supervision procedures over the municipality

5.2.5 Technical Framework for the OSS Model

Implementation of the OSS in Timor Leste requires the implementation and modernization of several technical infrastructure elements. Following the long-term vision of how an OSS should resolve the challenges and problems in the society, the technical topics can be separated into the following categories:

• Generic enablers infrastructure that enables the OSS implementation

• OSS components – ICT framework and solutions that define the core of the OSS

As described in the chapter "OSS model suggestions for Timor Leste", the long term goal is to maximize the use of the digital environment for providing public services. Therefore, generic enablers for OSS are described briefly, as this is not specific to an OSS. On the other hand, special care and a critical level of details are put into describing the OSS components.

5.2.5.1Genericenablers

Physical infrastructure in Timor-Leste for enabling the OSS:

• Physical road network. Reasonable access to municipality centres must be enabled by transportation infrastructure. It is not expected to have high level investments to road infrastructure keeping roads usable is the goal.

• Buildings. As one of the channels of the first phase is physical service centres, there must exist the ability to accommodate the OSS’ physical service locations. The property used must be sufficient to comply with the requirements defined by the SOPs. The OSS provider must choose the location of the OSS by following the locations people visit during their regular day to day activities these are not offices of the public administration. Choosing a location close to market areas has been a good practice for municipal service centres.

• Electricity. There are strong indications of issues related to access to electrical energy existing in different regions of Timor Leste. Establishing service quality standards and monitoring their fulfilment is necessary to improve the stability of the electrical network.

• Public internet. For the OSS, there is no requirement of having good external internet connectivity for Timor Leste. It is important to ensure high quality connectivity inside Timor Leste the type of connectivity must follow its users’ needs and expectations. For governmental institutions and large corporations a good, wired connection is needed.

Citizens and small enterprises require internet over air either mobile or some other wireless technology. For the GOTL it is critical to monitor the situation in the telecommunications market, to keep the technical and financial entry barrier low.

With the generic enablers, it is critical to identify the enablers that feed into a fast return of investment for the OSS project. For example, physical transportation and buildings are temporary

solutions to accommodate the first steps of the OSS. Therefore, investing heavily into those is not recommended for the OSS implementation. At the same time power and network infrastructure shall be needed in the long term, and investments related to high quality network services is critical to make the OSS successful.

Depending on the practical implementation considerations there may be additional generic enablers identifying the reasonable level of generic services is critical to implement the OSS in a good pace.

5.2.5.2OSSComponents

The proposed approach for the Timor Leste OSS defines ICT and digital governance solutions as one of the most critical parts of the technical framework. It is critical to understand that the ICT solutions play important roles in two segments:

• Information systems built and operated by governmental organizations and used for providing public services. These are often custom built or highly customized solutions that provide specific services in a given business domain. These solutions are the responsibility of specific authorities and governmental organizations. Owners of these systems must have a high level of autonomy for building information systems. Recommendations for building those systems is not in the scope of this current report.

• OSS components ICT solutions that simplify service provision and interoperability for governmental organizations. The OSS components must be domain neutral and support the information systems to provide digital services in a simpler way. In this chapter the emphasis is on those digital enablers.

The experience of several countries shows that implementing a comprehensive digital governance system is complicated, and the process must be well governed. Some generic recommendations that are relevant to every OSS component are described below:

• Find experienced consultants from other countries to support local teams during the implementation. The best know how comes from practical experience people who have planned and managed the implementation of digital governance.

• Strengthen the local ICT sector to be able to improve the local economy and have local support for ICT related challenges.

• Strengthen ICT related procurement capabilities in public administration. Good understanding of service ownership and product ownership are relevant and must be gained.

• Have a persistent vision of what you want to reach and the people who are responsible for driving the public administrations towards that vision.

• Implement in increments and avoid big projects. Define a practical implementation strategy and do not plan too far ahead a clear vision and a general path are sufficient.

• Use existing mature and well-maintained solutions whenever possible. Especially for digital governance core components, avoid development. For specific administrative domains, the development of solutions might be reasonable.

• Use an agile approach for the implementation of the technical components. While having a clear long term vision, it is recommended not to make extensive plans but rather implement the OSS components in reasonable steps. This ensures that the stakeholders and users adopt to the changing environment, and the acceptance of the OSS shall be better.

• All components that face citizens and entrepreneurs must be multilingual. Components that are working in the back office could be implemented without the complexity of multilingual solutions.

The different stages require the following components to be introduced in the OSS technical core. Each component is described through its main functionality and services.

Catalogueofpublicservices

• Owner: executive body

• Functionality:

o Central registry for:

public authorities,

public services,

contact attributes where a service can be requested,

required documents for a public service,

etc.

o Organizational and technical compliance procedures.

o Statistics related to registry items could be consolidated in the catalogue.

• Users and clients:

o Citizens (digitally capable): information about public services where and how the public services can be reached/accessed.

o Service provider: public service browsing and describing functionality.

o OSS governing body: reporting and information about public services for governance decisions.

Portal/app

• Owner: OSS provider

• Functionality:

o Responsive website and/or mobile app that provides a consistent look and feel for end user (citizens, entrepreneurs) services.

o Connected to backend solutions using a data exchange layer (when available).

• Users and clients:

o Citizens can find information about offline services from an unauthenticated view, if applicable, also download forms to be filled.

o Authenticated citizens can find information about themselves from the portal.

o Authenticated citizens can submit service requests for themselves through the portal.

• Remarks:

o As the long term vision is to provide services at a high automation level, it is not recommended to implement and launch intermediate solutions such as e-form submissions.

o Portals are usually the solutions that tend to aggregate a lot of support functionalities notifications, event calendar, personal inbox, etc. this should be avoided, and the portal should be kept at minimal functionality.

Digitalidentity

• Owner: executive body

• Functionality:

o issuance of digital identity tokens to citizens based on the authentic register of citizens.

o solutions and services for e service authentication.

o solutions and/or services for creating digital signatures

o contains PKI or some other trust technology component.

• Users and clients:

o Citizens can use identity tokens to authenticate themselves in digital solutions like the portal/app.

o Citizens can use identity tokens to give consent on digital assets (files).

Dataexchangelayer

• Owner: executive body

• Functionality:

o Secure transfer of information between information systems using web services.

o Managing the identity of participating information system owners/organizations.

o Web service catalogue.

• Users and clients:

o Information systems owners can publish their web services on the platform and give authorizations for other organizations to use their services.

o Information system owners can consume web services from service providers.

Informationsecuritymethodology

• Owner: governing body

• Functionality:

o Standard and guidelines for protecting information.

o Training for improving information security of information systems.

• Users and clients:

o Information systems owners get guidelines and references for defining the required information security level for their systems.

o Information systems owners get trainings that help them adopt information security guidelines.

• Remarks:

o This is not a technical component. It is a methodological component that proposes standard procedures and methods for implementing information security.

5.3 Communication with citizens

This chapter focuses on the communication with the end users the citizens Continuous communication between the administrative and political levels, regarding development, management, implementation, and improvement of the OSS, is covered in the previous chapters.

The OSS needs a strong and sustainable communication strategy that prioritizes the end users and the citizen-centric approach, covers channels to be used, develops related work processes, and assigns persons responsible for them. Strategic communication management of the OSS needs to include systematic planning and realization of the information flow, communication, media development and image care in a long term view. It should convey key messages of the OSS through the most suitable media to the designated audiences, at the appropriate time, to contribute to and achieve the desired long term effect.

All this is necessary for building trust, which also includes transparency and accountability of the plans, actions, impact and feedback of the public sector and the credibility of the input from the citizens and the organizations. Reader friendly and objective communication, a good combination of success stories, institutional news and reflections of activities are the necessary prerequisites for the open and positive acceptance of government messages.

It is important to understand, show and explain the value of trust and the benefits of engagement for the society. There is no unified approach that fits all OSSs and based on current circumstances, the OSS communication strategy and related plans should evolve and develop as the implementation passes through the stages outlined above.

5.3.1 Communication related activities

The activities related to communication are the following:

1. Proactive informing of plans and aims, including public awareness raising campaigns. This includes providing information about the public services and communication via different channels, notifications about new services or planned changes in the existing ones (new or changed requirements, fees, etc.) which need to be done several times before they come into force. This requires careful planning from the change manager(s) but ensures higher client satisfaction and a citizen centric approach and helps to avoid misunderstandings. It is advisable to start with notifications at least a few weeks in advance before the changes take effect, and one to two months in advance in case of major changes, including the implementation of new services.

2. Identification of public misinformation from non authentic sources and their management. Any misinformation may affect trust towards the OSS and requires to be dealt with. Should any misinformation be spread, end users of the OSS need to be notified and explanations must be provided.

3. Collecting feedback from the end-users. There should be a possibility to provide feedback on customer satisfaction after every visit or contact. Customers should be provided with the opportunity to give feedback through the same channel they used for the service. In addition, at least once a year everyone should be able to provide feedback on the information and services provided by the different channels of the OSS. Such feedback needs to be analysed and dealt with by the OSS service provider and service owner to improve the service process.

4. Providing information and guidance via helpdesk or face to face interaction. This activity includes both providing information during the first phase of the OSS and assisting during the use of a service or providing more general information at the second or third phase. To ensure the trust of the citizens it is important that inquiries are answered within the agreed timeframe Every request should be answered within the prescribed time and customers’ feedback analysed.

5. Publications. It is recommended to use both electronic and printed media to disseminate information, to inform about the services, success stories, opportunities, and activities, to promote awareness, and to publish brochures and leaflets. Use of printed media will bring additional expenses, but it is an effective tool to address people who speak different dialects and/or languages and helps to avoid discrimination or creation of vulnerable groups based on the language they use.

5.3.2 OSS communication channels

The OSS communication strategy should consider already existing service provision channels and reuse them as much as possible. In case of Timor Leste, such channels are social media, especially WhatsApp, and the church and local communities. There is no need to add new channels if the preferences of the users are known.

Channels providing information about the services, related documents, fees, opening hours, etc. should be the following:

physical offices (face to face), including movable offices at the OSS Service Centre, Service Centres at the Administrative post and on the sucos level

call centre (telephone, emails)

online platform (online, mobile)

social media platforms (online, mobile)

civil society organizations and community representatives (face to face, social media)

All these channels offer information about services and assistance if needed, while physical offices and online platforms enable also to submit documents, pay fees, etc. Communication related activities can be conducted through the channels as follows:

Physical offices, incl. mobile service cars

Proactive informing Identification of misinformation

Collecting feedback Providing information and assistance

Disseminating publications

+ + + + +

Call centre + + +

Online platform + + + + +

Social media platforms + + + + +

Community + + +

6 Costed roadmap for implementing an OSS pilot in Timor-Leste

The important aspect of the roadmap is to note that this is not a procurement plan - thinking and responsibility cannot be procured. Therefore, most of the work must be done by the institutions and people in the public sector and the related organizations, and these costs are not included in the costed roadmap. The map must be carefully transformed into organizational action plans following the existing capabilities of each stakeholder, in order not to break them completely.

The costed roadmap has been prepared for piloting a three level OSS model, involving stages 1 2, and covering one municipality, two administrative posts and two sucos

The costed roadmap does not include the costs of internal resources (staff and infrastructure costs of the participating organizations are not included). A stable internet connection and electricity should be ensured before starting with the pilot, so these costs are also not considered.

For some aspects, an external partner can be procured to bring in a specific solution or competences, but why, where and what are needed and the how will it applied these aspects must be known and understood by the people carrying the day to day work of the Government of Timor Leste.

Short descriptions of the columns of the table are provided here:

• Area the recommendations are split into four areas indicating the nature of the activity.

o Strategy activities that create a plan or vision.

o Organization activities that investigate rearranging and clarifying how the OSS works.

o Awareness and skills activities with a focus on engaging people and providing them with additional skills for operating in the new environment.

o Implementation activities that create something technically tangible.

• Planned activities - name and short description of the activity. To have a better reasoning about the activity, please revisit the chapters referred to

• Deliverable(s) key deliverable that is expected to be achieved with that activity.

• Numbers 1 - 13 – predictable months

• The pilot phase the period during which the pilot is carried out

• Responsible the entity that should take the responsibility of implementing the given activity.

• Stakeholders an initial list of stakeholders that could be engaged. This must be seen as the minimal list of stakeholders.

• Estimated cost The estimated costs are based on outsourcing the necessary external competences or technical solutions:

• The estimate should be considered as a rough minimum estimate as the market situation and world economy might have a significant impact on the actual prices.

• Resources - experts and solutions that are required and are not known to already exist inside the stakeholders’ capacity (within the responsible entity)

• Basis of calculation

o Unit prices for days are calculated on the basis of eGA international expert fees (travel and accommodation costs are not included).

o When providing days, technical solutions, and training, eGA relies on its expertise. The table is provided as a separate file.

Annex 1. List of interviewed stakeholders

Organization Name

Job Position Date

Prime Minister’s Office Mr. Azevedo Marçal Chief of Staff 14.03.2022

Ministry of Justice Mr. Crisógno da Costa Neto Director-General of the Registry and Notary Services 23.03.2022

Timor Telecom Mr. Inocência Correia Mr. Ladislau Saldanha CCO CIO 28.03.2022

Ministry of State Administration Mr. Belarmino Filomeno Neves GD of Administrative Decentralization 29.03.2022

Ministry of Tourism, Trade, and Industry Mr. Domingos Lopes Antunes Vice Minister of Commerce and Industry 31.03.2022

TIC TIMOR Mr. Roberto Caetano de Sousa Vicente Executive Director 04.04.2022

Tax Authority Mr. Ulderico Rodrigues Commissioner of the Tax Authority 05.04.2022

Ministry of Transportation and Communication

SERVE I.P.

Civil Protection

Mr. Gaspar de Araújo Director General 08.04.2022

Mr. Florencio da Conceicao Sanches Executive director of SERVE 07.04.2022

Mr Ismael da Costa Babo General Director for Civil Protection 12.04.2022

Telemor Brian Tran'iga (CEO). Chief Executive Officer 19.04.2022

Annex 2. List of participants in the OSS feasibility study presentation on June 17th , 2022

No Organization Name

1 Ministry of Finance

Job Position

Mr. Cristino Gusmao National Director

Timor Telecom Mr. Ladislau Saldanha CIO

National Directorate for Registration and Notary of Ministry of Justice

Mr. Crisogno da Costa Neto General Director

MSA Mr. Thierry Celvin Media officer

MoF Customs Mr. Uldarico M Rodriques Commissioner

MSA Ms. Maria G.M. Bello National Director

MSA Mr. Francisco da Silva G National Director

Liquiçá Municipality

Mr. Pedro Paulo Gomes Administrator

Independent Media Mr. Mariano Mendonça Media officer

UNDP Mr. João Gama Communication officer

Ermera Municipality Mr. Eusebio Salsinha President of Authority

MSA Mr. Elvino Bonaparte do Rego National Director

MSA Mr. Lino de Araujo Chief of Department

MSA office Ms. Imelda Sonya Saetban Technical Staff

TIC Timor office Mr. Andre F Marques National Director

MSA Human Resources Mr. Jose Magno National Director

MSA Decentralization Mr. Belarmino F Neves General Director

Presentation of the key findings of the interviews and field visits for the OSS implementation in TimorLeste. Hosted by the Ministry of State Administration and the UNDP Timor-Lest. The list of participants is based on the official registration form.

No Organization

MSA

Name

Mr. Klemens Dio Lek Staff

MSA Ms. Leticia Jilmer Staff

MSA Ms. Danilde Andrade Staff

Job Position

Business Timor Media Mr. Domingas de Araujo Journalist

MoF Ms. Ostianana M. da C. Belo National Director

Prime Minister Office Ms. Geovania Guterres Ornai Researcher

MSA Mr. Agostino da Costa General Director

European Commission TL Mr. Pedro Guterres National Authority Officer

Timor Post Mr. Ermelinda Laet Journalist

Council of Minister Mr. Fausto Gama National Advisor

28 N/A Mr. Mario Macrtop Advisor

Prime Minister office Mr. Kevkingtilo Advisor

MSA Mr. Felix Maria de Oliveira Staff

MSA Mr. Miguel Pereira de Carvalho HE Minister

Prime Minister Office Mr. Jose Barros Leong Staff

UNDP Ms. Munkhtuya Altangerel Country Representative

Ministry of Tourism, Commerce and Industry Mr. Markus da Kosta Chief of Cabinet

Commerce and Industry Chamber of Timor Leste Mr. Rui Pacheco Executive Director

Ministry of Foreign Affairs Mr. Gregorio F Silva Program Director

EU Timor Leste Ms. Marciana Viegas Program officer

SERVE I.P. Mr. Florencio Sanches Executive Director

No Organization Name

39 SERVE I.P.

Job Position

Ms. Marcia F. Secretary

40 SERVE I.P. Mr. Eugenio Morreira Journalist

41 MSA Mr. Elisio Verdial dos Santos National Director

42 UNDP Mr. Sulayman Maronah Specialist Adm & Fin

43 UNDP Mr. Yam Nath Sharma Chief Technical Advisor

44 UNDP Mr. Eldiyar Seitkaziev Project Coordinator

45 UNDP Ms. Thalia Montezuma One Stop Shop Advisor

Annex 3. Overview of municipalities

Municipal Administration of Aileu

Aileu lies in the highlands to the south of Díli. It has a population of 54 106, of which 52% are male and 48% are female, and an area of 676 km2, with a demographic density of 80 inhabitants per km2. The capital of the Municipality is also named Aileu.

In accordance with last Census 2015, Aileu has a literacy rate of 63%, which for men is 67% and for women 60%. The total dependency ratio is 85, the ageing rate is 20 per 100 young people and the child dependency rate is 71 per 100 people of working age. The distance to the Capital Díli is 47 km and the Aileu Municipal Administration comprises 4 Administrative Posts, 33 sucos and 139 villages. According to the Census 2015, Aileu has 39.1% of children aged 0 5 years with a birth certificate and 62% of the population speaks Mambai as their mother tongue. In 2014, 23.7% of the population of Aileu lived below the international poverty line, with less than $1.90 a day (2011 PPP).

Municipal Administration of Ainaro

Ainaro is in the southwest part of the country. It has a population of 65 165, of which 51% are male and 49% are female, and an area of 870 km2, with a demographic density of 75 inhabitants per square kilometre. Ainaro has a great abundance of rivers and fertile soil for agriculture. It has a coastal area on the south part of the island, but also mountain ranges, such as the Mount Ramelau (2.960m) which forms the highest peak in the country. In 2014, 28.9% of the population of Ainaro lived below the international poverty line, with less than $1.90 a day (2011 PPP). In accordance with the last Census 2015, Ainaro has a literacy rate of 52%, which for men is 55.8% and for women 48.2%. The total dependency ratio is 113, the rate of population ageing is 19 and the child dependency rate is 95, this means that the dependency of the non working population, namely children and young people up to 14 years of age, is quite accentuated in comparison to the working-age population. The distance to the Capital Díli is 62 km and the Ainaro Municipal Administration comprises 4 Administrative Posts, 21 Sucos and 131 villages. According with the Census 2015, Ainaro has 34.2% of children aged 0 5 years with a birth certificate and 60% of the population speaks Mambai as their mother tongue.

Municipal Authority of Baucau

Baucau is located on the eastern part of the country, around 130 km from Díli. It is the third biggest city of the country with a population of 126 562 habitants, of which 50% are male and 50% are female, and an area of 1,508 km2, with a demographic density of 84 inhabitants per km2 . Baucau has the country’s biggest international airport (IATA code: NCH) at 6 km from the city, which is now inoperative for commercial flights. The main economic activity of Baucau is agriculture (corn, rice, peanut, coconut, and horticultural crops). With the gradual improvement of the transport system and the provision of electric power, the private sector and the small and medium enterprises are now registering a progressive development. However, in 2014, 20.8% of the population of Baucau lived below the international poverty line, with less than $1.90 a day (2011 PPP).

In accordance with last Census 2015, Baucau has a literacy rate of 60%, which for men is 64% and for women 57%. The total dependency ratio is 94 non working age per 100 working age

population, the rate of population ageing is 19 and the child dependency rate is 95, suggesting that there is a large youthful population in relation to the working age population. The Baucau Municipal Authority comprises 6 Administrative Posts, 59 Sucos and 281 villages. According to the Census 2015, Baucau has 25.6% of children aged 0–5 years from private households with a birth certificate, and 58% of the populations speaks Makassai as their mother tongue.

Municipal Authority of Bobonaro

Bobonaro is located on the western part of the country, and borders Indonesia to the west. It has a population of 99,956 habitants, of which 50% are male and 50% are female, and an area of 1,381km2, with a demographic density of 72 inhabitants per km2. The capital is Maliana, 138 km southwest of Díli. The Bobonaro Municipal Authority comprises 6 Administrative Posts, 50 Sucos and 194 villages.

According to the Census 2015, Bobonaro has 34.3% of children aged 0 5 years from private households with a birth certificate, and 43% of the population speak Kemak as their mother tongue. Bobonaro has a literacy rate of 52%, which for men is 64% and for women 48%. The total dependency ratio is 94 people non working age per 100 working age population, the rate of population ageing is 25 and the child dependency rate is 76. The Poverty Report of 2014 estimates that some 36.2% of the population live on less than $1.90 a day, so below the international poverty line.

Municipal Administrationof Covalima

Covalima is located on the western part of the country and borders the Bobonaro Municipality and Kabupaten Belu/NTT, Indonesia on the north, the Timor Sea on the south, the Ainaro Municipality on the east and Kabupaten Malaka/NTT, Indonesia on the west.

It has a population of 68,863 habitants and an area of 1,207 km2, of which 51% are male and 49% are female, and an area of 1,381km2, with a demographic density of 57 inhabitants per km2. About 41.8% of the population lives below the international poverty line, i.e. for less than $1.90 per day (2011 PPP). The literacy rate is 63%, with the difference between men and women being significant, 68% of the male residents of Covalima are literate, and only 59% of the female residents can read and write. The dependency ratio assumes the value of 85 children and elderly for every 100 people of working age, noting the very young population of Covalima, when analysing the dependency ratio of young people up to 14 years old, which has the value of 68, contrasting with the aging index of only 25 elderly people per 100 people with work age. The capital of Covalima is Suai, 202 km southwest of Díli. The Covalima Municipal Administration comprises 7 Administrative Posts, 30 Sucos and 148 villages. According to the Census 2015, Covalima has 20.3% of children aged 0 5 years with a birth certificate and 45% of the population speaks Bunak as their mother tongue.

Municipal Authorityof Díli

Díli lies on the north coast of the island. It borders the districts of Manatuto to the east, Aileu to the south, Liquiçá to the west and the Sawu Sea to the north. It has a population of 328,666 habitants, of which 52% are male and 48% are female, and a demographic density of 893 inhabitants per km2 . It is the most densely populated municipality in the country and is the

municipality with the lowest poverty rate, with an estimated rate of 18.9% of the population living below the international poverty line.

It is the geographically the smallest municipality, but it is where the national capital is established. The Díli Municipal Authority comprises 5 Administrative Posts, 31 Sucos and 232 villages. According to the Census 2015, Díli has 36.4% of children aged 0 5 years with a birth certificate and 69% of the population residing in Díli speaks Tetum Prasa. Analysing the demographic impact of the non working population in relation to the working population, we see that the dependency ratio is 60.

Considering the dependency index of children, we conclude that the population under 14 years of age has the greatest impact on the active population. The aging index shows a value of 11 elderly per 100 active people. Of all the municipalities, Díli has the highest literacy rate among its population. 89% of the population is literate, of which 87% are women and 91% are men.

Municipal Authority of Ermera

Ermera has a population of 136,010 habitants, 51% male and 49% female, and an area of 771 km2, with a population density of 176 inhabitants per km2 . The capital is Gleno, 62 km southwest of Díli, the national capital. Among other agricultural practices, Ermera distinguishes itself as one of the major coffee growing areas. In regard to the relation of non-working population to the working population, Ermera has a dependency ratio of 91.

Considering the dependency ratio of children, we conclude that the population under 14 years represents the value of 78 children per 100 persons of working age. The aging index shows a value of 17 elderly per 100 active people. Of all the municipalities, Ermera has the lowest literacy rate among its population. Just 48% of the population is literate, of which 42% are women and 48% are men. The Ermera Municipal Authority comprises 5 Administrative Posts, 52 Sucos and 277 villages. According with Census 2015, Ermera has 27.3% of children aged 0 5 years with a birth certificate, and 57% speaks Mambai as their mother tongue. Ermera has the highest poverty rate. 46.8% of the population lives with less than $1.90 per day.

Municipal Administration of Lautém

Lautém lies on the eastern end of Timor Island; it also includes Jaco island. Borders the Wetar Strait on the north, the Timor Sea on the south, the Timor Sea and Arafura Strait on the east with the municipality of Baucau and the municipality of Viqueque. Lautém has a population of 66,909 habitants and an area of 1,813 km2, which has a population density of 37 inhabitants per km2. The capital is Lospalos, 199 km east of Díli.

In addition to the official languages of the country, 59% population speaks Fataluku as their mother tongue. The Lautém Municipal Administration comprises 5 Administrative Posts, 34 Sucos and 151 villages. According with Census 2015, Lautém has 34% of children aged 0 5 years from private households with a birth certificate. The child dependency rate is 80. The elderly assumes a dependency ratio of 23 to the working age population, the total dependency ratio being 98, thus representing a very young population in Lautém. In 2014, 20.8% of the population of Lautém lived below the international poverty line.

Municipal Administration of Liquiçá

Located on the northern coast of the country, about 32 km from Díli, borders to the North with the Ombai Sea, to the South with the Municipalities of Bobonaro and Ermera, to the East with the Municipality of Díli and to the West with the Municipality of Bobonaro. Liquiçá has a population of 78,700 habitants, of which 51% are male and 49% are female, and an area of 551 km², in which 143 people per km2 are living.

The capital of the district is also named Liquiçá. 58% of the population speaks Tokodede. The Liquiçá Municipal Administration comprises 3 Administrative Posts, 23 Sucos and 134 villages. According with Census 2015, Lautém has 36% of children aged 0 5 years with a birth certificate, however the child dependency rate represents 74 children for every 100 people of working age. The total dependency rate is 90, and so we can consider that Liquiçá has a very young population. However, with a poverty rate of 32.9%, in other words, in 100 people, 33 live on less than $1.90 a day.

Municipal Administrationof Manatuto

Manatuto reaches both the south and north coasts of the island. It borders the Strait of Wetar to the north; the municipalities of Baucau and Viqueque to the east; the Timor Sea to the south; and the municipalities of Manufahi, Aileu and Díli to the west.

Manatuto has a population of 48,876 (51% male and 49% female) and an area of 1,786 km2, with a populational density of 27 persons per km2. The capital of the district is also named Manatuto. The dependency rate is 91, with the child dependency ratio being the strongest (72), compared to the ageing ratio (27), indicating a very young demographic structure of the population. The Manatuto Municipal Administration comprises 6 Administrative Posts, 31 Sucos and 103 villages. According to the Census 2015, Manatuto has 25.2% of children aged 0 5 years with a birth certificate, and 29% of population speaks Galóli as their mother tongue. The literacy rate is 60%, with men being more literate (64%) than women (56%). The poverty rate is 34.8% of the population living below the international poverty line, according to the latest data.

Municipal Administration of Manufahi

Manufahi is located on the south coast of the island, it borders the district of Manatuto to the east, Aileu to the north, Ainaro to the west and the Timor Sea to the south and is 119 km from Díli. Manufahi has a population of 56,844 inhabitants (52% male and 48% female) and an area of 1,327 km2, with a populational density of 43 persons per km2. The capital of the district is Same and 32% of the population speaks Mambai as their mother tongue.

The population is young, which is reflected in the dependency ratio of children per 100 working age people. There are 70 children under 14 years old per 100 working-age people, while the ageing rate is 27 people over 65 years old per 100 working age people. However only 23% have childbirth certificate, according to the Census 2015. The poverty rate is 31.1% of the population living below the international poverty line, according with the latest data.

Municipal Administration of Viqueque

Viqueque is located on the south coast of the island and has a population of 78,599 inhabitants and an area of 1,880km2, in which the population density is 42 inhabitants per km2. The capital of the district is also named Viqueque and is 199 km from Díli.

The literacy rate is 56%, men have the highest rate (61%) compared to women (51%), and 41% of the population speaks Makassai as their mother tongue. Viqueque has a young population, which is demonstrated in the number of children per 100 people of working age (79). The ageing ratio has a value of 28, which means that the proportion of the older population in relation to the working age population is very small. The poverty rate indicates that 24 people out of every 100 live below the international poverty line, i.e. on less than $1.90 a day

4. Overview of the interviews conducted in municipalities

Name of Stakeholder

Municipality

Liquiçá Municipality

Interviewee Mr. Eusebio Salsinha, The President of Municipal Authority of Ermera Mr. Pedro Paul Gomes, Administrator of Liquiçá Municipality (7 months (05.07.2021 till

Interviewers

OSS

Services provided to citizens

Carla Lopes,

Carla Lopes,

Issuance of birth certificates, identity cards and voter cards. Issuance of birth certificates, identity cards, voter cards, and passports.

Aileu Municipality

Mr. Abel da Conceição, The Municipal Administrator of Aileu

Carla Lopes,

Issuance of birth certificates, identity cards (by the Ministry of Justice), voter cards (by STAE/ Technical Secretariat for Election Support), collect domestic taxes (by the Ministry of Finance), issuing of Certificate of Commercial Registry of Authorization Documents for the Exercise of Economic Activity to be issued by the Aileu branch of SERVE, I.P.

Locations where the service is provided

All services are provided in the municipality centre because of the lack of human resources and facilities at the village level.

All services are centralized at the municipal capital because there is no infrastructure facilities and limited human resource at subdistrict and village level.

Most ministries or government organizations have representatives at the municipal level as mandated by the Decree Law No. 3/2016.

All services are provided in the Municipality Centre.

Name of Stakeholder

Services provided by the central level

Services that should be provided at the municipal level

Ermera Municipality

Issuance of passports, driving licenses, business licenses, export imports, etc.

Issuance of passports, business licensing, and driving license.

Liquiçá Municipality

Issuance of business licenses, driving licensing, vehicle tax, export, and import licensing etc.

All services should be provided at the municipal level because of decentralization.

Aileu Municipality

Issuance of passports, driving licenses, licenses for public transport.

All the competences defined in Decree Law No 3/2016, of 16 March, which approves the Statute of Municipal Administrations, Municipal Authorities, and the Interministerial Technical Group for Administrative Decentralisation.

Service fees and collection

Most of the services are provided free of charge (Issuance of birth certificates, identity cards and voter cards.), except for application for a passport (in 1 day is 100 USD, 3 days is 75 USD and 10 days is 50 USD), as well as business licensing that is still centralized at national level.

All type services are free (Issuance of birth certificates, identity cards and voter cards).

Except issuance of passport. The authority of central government determines the fees. (1 day is 100 USD, 3 days is 75 USD and 10 days is 50 USD).

OSS KEY ELEMENT: ACCESS - there should be multiple channels for service delivery Information about services

Clients receive information via phone, in church after Mass and from the community leaders (village council) and information boards in municipal, sub-municipal and village councils. Clear and very updated information can be obtained at the office when people visit the counter directly. The officers will leave a verbal message to fellow customers or friends, if they have returned to their home village, the officers will communicate with the village head to inform them.

Through the municipality portal, media officer, community radio Tokodede (ethnic radio), church, social media, WhatsApp group and national television.

Most of the services are provided free of fee, expect business licensing that issued by the Aileu branch of SERVE I.P.

Service channels Office, phone. The internet is very little used. Phone, Facebook, municipal portal, social media, WhatsApp group and office. The

Community Radio, Facebook - page of the Office of the Administrator of Aileu Municipality, local media - media center, and television. In the situation that communities do not have access to the media in the meetings of the municipal coordination council/consultative council. The sucos’ chiefs are also asked to inform the population.

Facebook page, office, phone, local media, WhatsApp.

Name of Stakeholder

Ermera Municipality

Liquiçá Municipality

most popular channel is the WhatsApp group and visiting office.

Aileu Municipality

Physical environment for providing services

Number of locations for providing services

Business hours to provide services

Low speed internet and bad signal have become the main constraint to service provision.

The supporting facilities are not enough to provide better and quality of service provision. Low internet speed and bad signal are also constraints.

The difficulty in accessing a fast internet network and the lack of training in administrative practices and ICT of the staff deployed to support the services.

5 days a week (8 12 am and 14 15 pm).

Average service time 5-6 hours. Services should be provided every working day, so that people can easily access these services whenever needed.

Visiting peak Depends on the season. Usually, 30 persons in a day.

Length of the ques

There are no queues because there are few customers, except for services at the bank when government employees, veterans and the elderly receive salaries and pensions.

According to office hours, it should be 8 hours. Service counters are open every workday (Monday-Friday). Service will stop during lunch hours, because there is no rotation between staff, and due to the lack of staff.

No more visiting peaks, except at the bank where the elderly and veterans receive their pension every month.

There is no data on how many transactions are made per month/year.

5 weekdays 8 am until 5.30 pm, with one hour for lunch.

10 persons per service provided.

Customers per day

For birth certificates 30 persons in a day, identity cards 100 in a day and voter’s cards 150 in a day. Average is 30 – 150 customers per day.

No data, but the estimation is 10 persons in a day; it is not possible to serve more customers because only one official is working and has to do everything by himself (register, typing, printing, distributing)

No queues. Services are provided quickly once the applicant's documentation is complete.

Approximately 10 users are registered daily requesting each service provided in the municipality.

Name of Stakeholder

Ermera Municipality

ICT Skills of officials 70% of the total staff (105 staff can use computers fluently (typing and printing) and only 30% (45 staff) are fluent in using ICT (able to scan, email, download, use zoom/skype)). And 4 ICT-Experts.

Liquiçá Municipality

One ICT expert, around 25 staff members who are fluent in using ICT and mostly are able to use the computer.

Aileu Municipality

21 out of 43 officials know how to use a computer, three of them are ICT experts.

OSS KEY ELEMENT: ENGAGEMENT - the way in which services are delivered should be seen as citizen-centric Vulnerable groups

Vulnerable group always become priority when provided services. For instance, pregnant women, the elderly, and people with disabilities becomes priority in receiving services.

There is no impediment. Vulnerable and disability groups are our priority in service delivery. Particularly for the pregnant women and the elderly. And the other costumers understand well this situation to give them priority too.

The vulnerable and disability groups become a priority to our provided service. No protest and complain from other costumers or residents.

But there is a problem with access to public buildings for the people with disabilities.

Multitude of languages Friends or relatives help them to communicate with officials.

Friends or relatives help them to communicate with officials.

Municipality civil servants do not speak Portuguese or English. If a foreigner is a user, it is recommended that they are accompanied by a local person.

Illiterate citizens

Communication with citizens if necessary

Friends or relatives help them to communicate with officials.

Usually, information is shared via community radio, in the church during Mass and by the telephone too. Special cases and emergency events such as cases of Covid-19, malaria, tuberculosis, and vaccines, as well as visits by the state officials, are announced directly using ambulances around villages.

Municipality officers will help them because all services are still in paper based format.

WhatsApp group through village chiefs and announcements with the help of churches.

Friends or relatives help them to communicate with officials.

WhatsApp is the most used way to communicate with the sucochiefs, who in turn communicate with the village chiefs to disseminate the information to the local community.

Representation of other citizens

Applicants cannot be represented by anyone because they must sign documents and take photos, except for services at the bank when

There is a need for announcements through all media channels, provision of brochures and pamphlets.

Absolutely no, unless for a reason; for instance, the elderly could not come because of sickness, cannot walk, so they

Community radio, Facebook page and notices in the public and religious buildings are also used.

There cannot be a representation without a power of attorney and a validation of identity by the Suco or Village Chief.

Name of Stakeholder

Ermera Municipality

they receive pensions for veterans, widows, and the elderly. The representative must have a power of attorney.

Identification No comment.

Sufficiency of skills providing services

No, officials do not have sufficient capacity to carry out the tasks because the recruitment process is note-based on skills (merit system) but still using spoil system.

Liquiçá Municipality

can send their relatives with special letter (power of attorney) to the service centre to get their rights.

The officers will check the citizen’s identity card and power of attorney letter, to ensure that there is no fraud and falsification of documents.

Very few officials have enough skills; around 2-3 persons per each service and even then, they must do double work, so it’s very inefficient.

Aileu Municipality

OSS KEY ELEMENT: SPEED - Speed concerns re-engineering and simplifying processes and procedures

Data exchange with other authorities during service provision

Services that require multiple visits

There is no need

Services regarding the issuance of birth certificates, identity cards and voter cards. Because when the cards expires, the officer needs time to confirm with the ministry to get them, and it is not certain how many days it will take.

It should be in place, but due to the lack of staff in all departments, nothing has happened.

No comment.

Issuance of passport, birth certificate and identity card, if there are incomplete documents so it must be completed.

There is a major human resource training problem. Officials do not understand the law or the technical specifications inherent to the service. When one staff is promoted to chief, there are no operational staff to monitor, check and support into the rehabilitation of roads and sanitation projects. There are no engineers or financial specialists to handle very technical works. But recently it is in recruitment process.

There is no need.

If the documentation is not correct or incomplete, citizens are required to return.

Name of Stakeholder

Number of officials related to service provision

Support needed from the ministries to ensure the operational and efficient operation of services?

Ermera Municipality

150 employees, but only 20 employees are directly involved in the provision of services.

Liquiçá Municipality

Very low, it is around 2 3 person per each service.

Aileu Municipality

43 officials for the Municipal Administration.

Additional office facilities (computers, printers, internet network, cards for printing identity cards, birth certificates and election cards as well as additional staff).

Urgent need for the improvement and rehabilitation of facilities (offices and roads), human resources (quality and quantity).

Improvement of infrastructure facilities and the financial and human resources.

The ministries are requested to support the adequacy of the infrastructure, with more computer equipment and improvement of the access conditions to the municipal headquarters, with improvement of the road infrastructures.

Professional training is also requested for the technicians, both in the field of language proficiency, Portuguese, and English, and in the field of computer tools and the legal framework that regulates all activities.

OSS KEY ELEMENT: RESPONSIVE- There should be an ‘intelligent’ mechanism in place to drive any changes required Most complicated service to apply for

In generally there are no complicated services because they are easy to understand by the community before applying. All kind of services introduce, and all the services have been socialized to the community through social media, church and village officials.

Issuance of passports and identity cards is difficult due to the requirements (every resident must prepare and bring along documents, including filling up the form, getting a formal letter from the village chief, and the birth certificate).

The requirement of the birth certificate to the detriment of the baptism certificate.

Information of changes in service provision

All information about changes in the field of a service must be conveyed at least 3 days before, via radio, church and village heads.

Through village chiefs, WhatsApp group and Facebook, as well as in the church.

Announcements on the Facebook page and on community radio; for the most isolated communities: communication by WhatsApp to the suco and village chiefs.

OSS KEY ELEMENT: INTERACTION - refers to receiving feedback form citizens and engaging them as co-creators of the OSS.

Name of Stakeholder

The difficulties involved in providing the service

Services which require communication with several government institutions

Ermera Municipality

The biggest difficulty is when the card sheets run out of stock, because when entering the election year there are thousands of people who must be served to get a voter card.

Services in the fields of health, social and education; for example: if someone dies and there is a natural disaster, the municipality must coordinate the provision of coffins and emergency assistance with the social department.

Feedback from customers There are suggestions boxes, but they are not in active use. Customers want to provide direct and verbal feedback. Feedback from customers is important for service improvement.

Liquiçá Municipality

Limited staff is the biggest obstacle during the provision of services. Particularly, when staff get sick, leave or take their maternity leave, and leave with reasons.

Natural disasters, social supports, and health.

Aileu Municipality

The capacity of the staff to attend the requests.

Social work, water distribution and natural disasters.

No comment.

OSS KEY ELEMENT: INTEGRATION – seamless integration, no “wrong door” policy for the customer

Support needed for service provision (both content and technical wise)

Continuous training program for the staff, especially in IT, Portuguese and English.

Everything - human resources, facilities, office equipment, trainings.

Through the Facebook page or personally.

There is a need for continuous training in the areas of administration, procurement, public financing, legislation, and IT.

Support provided

From advisors and some senior staffs. Advisor and senior staff (former administrator)

In the 1990s when Timor-Leste was still part of Indonesia, OSS (integrated service units) already existed in 13 districts. People in Emera have experienced integrated services during the Indonesia era (1995-1999).

The implementation of decentralization should be in line with quality services; through the OSS it is our hope that this quality services will be born.

Senior staff (former administrator and deputy) and from the ICT staff Service provision after the finalization of decentralization

The installation of an OSS is important for the municipality, for greater efficiency and effectiveness in the provision of services to the community. It is not an easy process, but it will be successful when installed.

Name of Stakeholder

Ermera Municipality

I think the presence of an OSS will bring a significant impact on the tourism and business development sector.

Liquiçá Municipality

Aileu Municipality

OTHER COMMENTS

To ensure access to public services, it is important to use the municipal portal (municipal website), phone and email, but the low speed of internet and bad signal have become the main constraints of service provision.

In local municipalities the services should be provided at the sub municipality level, so people can have easy access to the services.

In the near future, all services should be present at the municipal level because of decentralization.

Decentralized social assistance and elimination of bureaucracy that now hinders the development process. Quick access to documents will be very favourable for the population.

For the implementation of public projects, the link between the municipal service and the private sector is very important, representing above all the development of the economy in remote areas.

Annex 5. Public Service SOP Framework

Annex 6. Summary of the breakout session

1. What is the role of the municipalities after the decentralization?

The municipality assumes an essential role in order to pursue the government's strategic lines to create the necessary conditions for an improvement in the quantity and quality of public goods and services provided to citizens, especially those living in the most peripheral areas of our national territory

Until now, municipal authorities and municipal administrations have made every effort to exercise the competences foreseen in the inter organic administrative contracts of delegation of competences between the relevant Ministry and the MSA, due to the lack of human and technical resources. It is with some expectations for the entry into force of the Local Power Law, and on the formulation of contracts of delegation of competences by Prime Minister and relevant Ministry

The municipal role will be very vital and strategic in providing public service in various sector and boosting development processes at the municipal level. The most reason is that during the implementation of the administrative decentralization, institutional and territorial decentralization, further strengthened by the presence of local power and municipal council (assembly) election law, all the municipal authorities as well as the staffs or officers had already experienced many kinds of roles and tasks.

In the context of competency/authority delegation from the central government, the local government (municipality) realizes that it is impossible for the central government to transfer all competencies to the municipality. In this case, for those competencies that already became a municipality’s responsibility decision making competency should be attributed to the municipal authority and municipal administration. However, for all remaining competencies that are still centralized in central ministries, the municipality will act as a mediator to facilitate, coordinate, and organize all service needs and convey them back to the relevant ministries to be processed and finalized

2. To what extent should the pilot be implemented and why?

Should be at Municipality level, in a short term, due the already existing infrastructures and human resource.

Should be at Municipality level, the readiness and availability of sufficient human resource and facilities often becoming the main reason

breakout session was held on 17 June 2022, following the Presentation of the key findings of the interviews and field visits for the OSS implementation in Timor Leste. Hosted by the Ministry of State Administration and the UNDP Timor Leste

by Ms. Carla Lopes

Compiled by Mr. Papito

After a study on the implementation of the OSS project at the municipal level, there must be an evaluation of the project and the constraints and opportunities identified. The OSS model should be operationalized at the administrative post level and then as a mobile service, after the assessment of the project in the municipality.

AP and Village that is located in very remote area, the mobile car can be used to deliver the services to the rural community where they are urgently need. For instance: the elderly, pregnant women and people with disabilities (disability group), etc

AP and Village offices can be considered as information centre.

3. Who should be responsible for service provision and why?

Service provision should be ensured by the Municipality, however the Ministry with the competence to issue the documents, licenses and others, should be responsible to issue the procedures for proper service provision.

The President and Administrator of municipality, because he/she is considered as supreme leader in coordinating, organizing and monitoring the entire activities in the relevant department at the municipal level.

AP administrator will act as leader at AP in providing services.

4. What could be possible funding model for OSS?

Government funding as well as development agencies funding.

It may be financed by municipal revenues if the municipal finance law so provides.

It will be Government funding as well as development agencies funding because the amount of service fee will not be able to finance all operational cost of the OSS pilot on one hand.

On the other hand, half of these services are free such as: ID card, Birth Certificate and Voter Card

The Municipal Finance Law was approved in the Council of Ministers (22.06.2022), and must be approved now by the National Parliament

5. Services to be provided by OSS during the implementation phase. Prioritize them. The Team also referred to the possibility of the OSS being a space to which the population can turn to request the connection of tap water to their homes

6. Which government authority should be responsible?

The governing body should be the Prime Minister, or an Interministerial Commission headed by the Prime Minister, considering that, according to the Local Power Law, it is up to the Prime Minister to sign the agreements transferring competencies to Municipalities.

The executing body should be the MSA.

The governing body consists of all related ministers for the OSS, such as the MSA, the Ministry of Justice and the MoTC. Common understanding of the OSS concept and objectives will become the key factor how they can commit to transfer/delegate certain competencies to the local government to implement the OSS faster, smoother, effectively, and efficiently.

The executing body should be the MSA; the reason is that the MSA has strength due to human resources and supporting facilities. The MSA is responsible for the functioning of all government institution activities, as well as non government organization, political party and etc. at municipality level. More particular, the MSA has its own structure established at the municipality, AP and Village levels.

Annex 7. Draft of the OSS Law

The following decree law regulates the management of the One Stop Shops as points of single contact, defining the rules for public service provision by or through the municipalities and administrative posts, consecrating assisted attendance as its indispensable complement, and defining the functioning of public services at the One Stop Shops.

Article 1. Objective of OSS

1. OSS shall be a single access point that offers citizens information and multiple services in consolidated and integrated manner through one or more service delivery channels.

2. The aim of the One Stop Shops (OSS) as a point of single contact shall be:

a) to bring public services closer to citizens, particularly in the most remote territories

b) to enable everyone, including minorities and people with disabilities access to public services

c) to ensure gender equality

d) to optimize the costs of public administration in terms of premises and equipment

e) to assist digital customer service, provided by appropriately trained digital customer service mediators, promoting territorial, economic, and social cohesion

3. OSS services are provided through a multi channel platform in the form of

a) Face to face channel

b) Web Channel

c) Voice Channel.

Article 2. Mission

The One Stop Shop has the mission to promote the decentralization of public services, for greater effectiveness and efficiency of public services, focusing on the needs of the citizen and promoting private initiatives.

Article 3. Public service provision principles

1. Public services shall be provided in the user centric manner, considering the requirements arising from data protection and cybersecurity regulations.

2. While providing services, municipalities are entitled to act as service providers. Specific roles and responsibilities of municipalities shall be stated in the respective regulation.

3. The service owner shall

a. ensure that the information necessary for the use of a public service is easy to find. The information shall be provided in a manner and to an extent appropriate to the target group of the service.

b. provide the user of a public service with information concerning the term for the provision of the service and information concerning the course of the service.

c. ensure the provision of the service within the time limit.

d. ensure the possibility for the user of a public service to receive advice and assistance while using the service, to provide feedback on the service and to make proposals.

2. The service owner shall not request from a person again information which is necessary for the provision of a direct public service, but which already exists in the database of the service owner.

3. Citizens shall be entitled to get, and OSS service provider shall be obligated to provide information about all public services provided by the government.

4. Citizens shall be entitled and obligated to use public services only through OSS unless otherwise provided by law.

Article 4. Definitions

In this Law

a) "Assisted digital service" means the assistance to the citizen or economic agent in accessing and interacting with the Public Administration portals and Internet sites, provided by an employee of a "Service Owner" duly qualified for that purpose.

b) "Coordinating body" means an entity responsible for directing and controlling public service provision and developing common guidelines and standards for public service provision. The coordinating body works closely together with the OSS provider and involves the representatives of the service owners in the decision making process in order to ensure the provision of citizen centric services.

c) “Governing body” means an entity directing and controlling the OSS by setting administrative rules for making decisions, sharing information, and other activities must be agreed upon.

d) "Multi channel platform" refers to any of the means made available to the citizen, enabling diversification of access to public services, information about the services and communication with the service provider.

e) “Public service” means any service provided by the government or by the local government entity to a physical or a legal person, based on his will, through the any channel of the One Stop Shop, enabling to fulfil the obligations or execute the rights arising from the law.

f) "Service Owner" means each entity involved with the provision of the integrated service to citizens and businesses, installed at the One-Stop-Shop.

e) “Service provider” means a local authority ensuring the customer friendly service provision and efficient work processes and as close as possible to the citizens.

Article 5. Implementation

1. The functioning of the One Stop Shop is governed by the general principles of public administration, by the provisions contained in the present document/legislation, and by the internal regulations, approved by the Government member responsible for the State Administration sector.

2. The "Service Owners" shall collaborate with each other and provide mutual assistance in the provision of citizen care services, in support of assisted digital care.

Article 6. Service Provision

1. To overcome the difficulties in direct access by citizens to public services provided through the use of digital means, access to these services is promoted through assisted digital service in the Municipality and the Administrative Post.

2. The installation of any OSS should integrate the following public services:

a) Business support services

b) Transport licensing services

c) Tax Authority services

d) Registry and Notary Services.

3. The OSS offices in the Administrative Posts are constituted through agreements of temporary delegation of competencies, duly authorized by the Municipal Assembly, if it exists, and by the Government member that holds the competencies object of the delegation

4. The agreements referred to in the previous paragraph must necessarily provide for:

a) The assumption of the local management of the OSS space by the Municipality, including the provision of adequate space for its installation in the Administrative Post, without prejudice to the possibility that mobile OSS spaces may be installed

b) The provision, by the Service Owner, of human resources to guarantee its operation

c) The rules to be followed by the Service Owner regarding the service to be provided to citizens in general and to economic agents in particular, without prejudice to the necessary flexibility for the management of human resources, definition of service timetables and selection of the assisted digital services to be provided

d) The training of the respective workers that provide assisted digital services, guaranteed by the Service Owner

e) The provision of back office and support services in collaboration with the other Public Administration services that provide digital public services

f) The method of application of the fees to be charged

g) The service owner's reporting obligations, the definition of their responsibility arising from the service provided, as well as the Governing Body's control mechanisms and procedures.

5. Digital assisted service locations may also be installed within the consular network of the Democratic Republic of Timor Leste, subject to the provisions of the Vienna Convention on Consular Relations.

Article 7. Implementing Provisions

1. Whenever possible and guaranteeing the rationalization of Public Administration costs with installations and equipment, the OSS spaces should be concentrated in the same location as other local authorities, in order to privilege the utility and convenience for the citizen in the Municipality and in the Administrative Post.

2. In the OSS spaces, spaces should be created to allow occasional attendance by public services not permanently based in the OSS.

3. The installation of new OSS is initiative of the Municipalities’ "Coordinating Body", in conjunction with the Governing Body and the Service Owners.

4. The establishment of an OSS shall be formalized by an agreement between the Ministry of State Administration, the municipalities and relevant government organizations.

5. The object, scope, content, and duration of the agreement, as well as the corresponding allocation of financial and human resources, the mechanisms for the effective, regular and timely transfer of said allocation, the conditions and objectives for the exercise of the delegated attributions and competences, and performance indicators shall be specified within the aforementioned agreement.

6. The installation and the protocol referred to in the previous number are carried out under the regime foreseen in Law no. 23/2021 of 10 November, the Law of Local Government and Administrative Decentralisation

Article 8. Responsibilities of the Governing Body

The responsibilities of the governing body shall be the following:

a) Setting strategic directions

b) Setting clear roles and responsibilities for OSS teams and making sure that those responsibilities are carried out

c) Ensuring OSS funding

d) Promoting OSS values

e) Engaging stakeholders

f) Creating a legal space

g) Ensuring an effective risk management system operation.

Article 9. Responsibilities of the coordinating body

The responsibilities of the coordinating body shall be the following:

a) Defining frameworks and principles for the provision and development of services, service design framework, feedback system, and monitoring system.

b) Evaluating progresses.

c) Ensuring the proper function of information channels and the transmission of standardized service information together with service providers.

d) Coordinating the digital service delivery platform’s development and implementation.

e) Concluding service level agreements with municipalities and other service providers.

f) Distributing and overseeing funding and its use.

g) Managing the risks associated with OSS implementation.

Article 10. Responsibilities of Service owner

The responsibilities of the Service owner shall be the following:

a) Training of staff required to carry out the new tasks and competences

b) Organising the mobility of qualified personnel

c) Providing technical support in the organization, adaptation or installation of the services necessary for the exercise of the new attributions and competences

d) Identifying the officials or agents who, in representation of the parties, will monitor and supervise the operationalization process of the exercise of the new attributions and competences

e) Forwarding, in a timely manner, information about the amounts to be included in each Municipal Budget for the purposes of exercising the foreseen competences

Article 11. Responsibilities of the service provider

The responsibilities of the service provider shall be the following:

a) Knowing the citizens and collecting feedback from service users

b) Providing standardized services based on SOP

c) Recruiting and training employees to ensure a high level of customer service

d) Ensuring an optimal and well functioning OSS workflow

e) Monitoring service provision volume and fulfilment of SOP standards

f) Communicating closely with the service owner clarifying SOP requirements, gathering feedback, and strengthening synergies at the local municipal level between the parties involved in the provision of services

Article 12. Funding Sources

The expenses resulting from the exercise of the delegated powers shall be borne by the funds allocated to them in the Municipal Budget.

Article 13. Feedback, monitoring, and supervision

1. The Governing Body and the Service Owner shall collect feedback from the customers regarding their satisfaction with the service provision. Collected feedback shall be analysed and suggestions considered.

2. The Governing Body and the Service Owner have the functional power to supervise the performance of the duties and powers that they have transferred or delegated, and may, namely:

a) Establish a regular information system on the performance of the attributions and competences transferred or delegated to be provided by the beneficiary entities

b) Request and obtain any information from the entities receiving transfers or delegations or from other suitable public or private entities

c) Carry out enquiries, audits and on site monitoring and verification on how the transferred or delegated powers and duties are pursued.

5. Municipalities shall submit annual reports regarding the statistical and other indicators of OSS enabling to monitor the service provision. Exact indicators, report form and other details shall be specified by the Minister of State Administration.

Annex 8. Terms of Reference

POST TITLE: Provision of services to conduct One Stop Shop (OSS) feasibility study

AGENCY/PROJECT NAME:

UNDP/Strengthening integral local development by building the capacities of the municipal authorities in Timor-Leste (Ministry of State Administration, MSA)

PERIOD OF ASSIGNMENT:

COUNTRY OF ASSIGNMENT:

STARTING DATE

1) BACKGROUND

Three and half months

Timor-Leste

15 January 2022

One Stop Shop (OSS), defined as government office that offers multiple services to its citizens in a consolidated and integrated manner through one or more service delivery channels, has been a recent trend worldwide in improving front line serve delivery. Developing and developed countries alike are resorting to OSS model of service delivery reform. Overriding objective of OSS is to improve frontline service delivery to ensure that public have equal, timely and hassle free access to information, documents and basic services. Side by side, the reform has been found to be contributing to reduce transaction costs, red tape, intermediatory influence, corruption, and increase in transparency and quality of services49 .

Different models of OSS are being applied in different countries depending upon their country context, including political choice and administrative system. The models can be broadly summarized as informational and transactional. Under informational model, only information is provided to the clients whereas under the transactional model, actual services are provided50. The models can be further divided into co located services vs integrated services. In the co located service model, services are provided by different agencies under the same location but in silos. On the other hand, under the integrated model, the service seeker has to interact with only one government official and the rest will be taken care of by the system as the services are integrated into one.

health

employment

International experience suggests that a number of conditions need to be in place for the OSS model to succeed51 . First, high level political commitment is key right from inception to implementation. Second, the OSS model does not function in isolation, meaning that it is only effective when respective ministries and agencies have agreed to simplify and harmonize their business processes. Third, the OSS agenda should be accompanied by institutional and legal reform. Fourth, public participation should be an integral part of the agenda.

Establishment of strong institutions and capacities at all levels to ensure the delivery and quality of public services has been at the focus of the government and political agenda of Timor Leste since 2002. Since then, significant progress has been made towards enhancing the process of governance and public service delivery through improved efficiency, accountability, and transparency.

The Constitution of Democratic Republic of Timor Leste envisages that the State will be territorially organized in a decentralized manner and the local units will have a status of corporate bodies vested with representative organs and their organization, competence, and the functions and composition of the organs will be defined by law. In this line, since the independence of the country, administrative decentralization has been considered a useful tool to promote national identity, territorial cohesion, and socio economic development. In line with the constitutional spirit, the Government of Timor-Leste (GOTL) has come up with Implementation of Administrative Decentralization Strategy and setting up the Representative Bodies of the Local Power in 2019 and reaffirmed its commitment through Government Resolution nº 45/2020. It aims at developing and approving the necessary legal framework for the implementation of the decentralization process and preparing for the municipal elections in 2022, among others. In this line, the GOTL and the National Parliament are currently working to put in place a legal framework for administrative decentralization which will further elaborate the constitutional provisions, including on the fiscal responsibilities.

The GoTL has further committed to improving services at the municipal level through OSS. To this end, it has signed Supporting Programme to Deconcentration and Decentralisation process in Timor Leste (SPDD TL) with the European Union which, interalia, aims to design and establish one decentralized OSS for services delivery in piloting basis. The OSS will be a center for services provision, not only for delivering common deconcentrated services, but also by making available additional services like consumers' protection, public attorney representation for conflict resolution, as well as private services according to local needs and rights (SPDD TL, 2020). The OSS is supposed to provide equitable service to women, people with disability, elderly and other vulnerable sections of the society by transforming the business processes. On 11th June 2021, an International E Conference was held on Practices of One Stop Shop (OSS) and the lesson that could be leant by Timor Leste. The virtual conference involved several countries, including Brazil, Kazakhstan, Vietnam, Estonia, and Bangladesh, who were on the panel, and also additional insights from Malaysia and Georgia. The conference was jointly organized by the MSA, UNDP and Astana Civil Service Hub. A policy note prepared based on the conference also suggested to have a feasibility report going into deeper details of various aspects of OSS piloting suitable for Timor Leste’s context.

Before piloting OSS in municipalities, UNDP has been requested by the Ministry of State Administration (MSA) to carry out a feasibility study to identify opportunities and challenges to establish OSS at the

municipal level. In this context, this term of reference (ToR) aims to seek service from qualified firm experienced in this field of work.

2) OBJECTIVES OF THE ASSIGNMENT AND SCOPE OF WORK

The objective of the assignment is to recommend feasible options of OSS for piloting in Timor Leste, including necessary policy and legal framework as well as mechanisms for inter ministerial coordination and harmonization to operationalize the OSS.

Scope of the assignment is as follows:

a. Review, consultation, and information collection

• Review the existing institutional, legal and administrative set up in Timor Leste from the perspective of OSS model of service delivery

• Consult with the Government of Timor Leste officials, municipal authorities and representatives of EU and UNDP

• Visit selected municipalities to assess the services being provided, the mechanism of delivering the services, and existing infrastructure, both institutional and physical

• Organize meetings, workshops, focus group discussions with relevant stakeholders, including municipal officials and staff; government ministries, including the MSA; and development partners

• Identify challenges and opportunities for OSS model of service delivery

b. Products development, recommendation, and presentation

• Present various models of OSS for Timor Leste along with their pros and cons and suggest the best feasible model for piloting and potential up scaling

• Suggest the services to be included in the OSS as well as standard services

• Suggest implementation modality of OSS (outsourcing vs. regular mechanism) taking into account sustainability and quality service delivery

• Develop model regulations and standard operating procedures (SOPs) for piloting of suggested OSS along with required changes in the legislative framework

• Recommend inter ministerial coordination and harmonization mechanisms at the national and municipal levels to create enabling environment to operationalize the selected OSS model

• Prepare a costed roadmap to pilot OSS in one municipality by including back end integration and front end delivery mechanism ensuring a whole of government approach

• Present the findings and recommendation to government officials and UNDP

Gender, disability and social inclusion should be taken into consideration throughout the process, including in recommending the feasible model of OSS

3) EXPECTED OUTPUTS AND DELIVERABLES

Deliverables/ Outputs

Target Due Dates

Delivery 1: Inception report (overall understanding, approach, methodology, work plan etc.)

Delivery 2: Draft report including but not limited to opportunities and challenges, various models of OSS, best feasible model, services to be included, model regulations, service standard, mechanisms for inter ministerial coordination and harmonization, and standard operating procedures (SOPs), plan for back-end integration and frontend delivery, implementation modality, costed roadmap,

Delivery 3: Final report after incorporating feedbacks and comments from MSA and UNDP in the draft report

Review and Approvals Required Payment

05 Feb 2022 Project Manager and Chief Technical Advisor

30 March 2022 Project Manager and Chief Technical Advisor

15%

30 May 2022 Project Manager and Chief Technical Advisor

50%

35%

4) INSTITUTIONAL ARRANGEMENTS

The Contractor will work under the direct supervision of the National Project Manager and Chief Technical Advisor of the Project. It will have to make briefings and presentations to the UNDP management and MSA management from time to time and follow their guidance. The MSA will provide guidance and feedback throughout the process through UNDP and the contractor will be responsible to take them into account. The Project team will facilitate meetings with the UNDP and government officials and support the logistics, including for the field visit. The report will be reviewed by UNDP and MSA before finalization. Given the COVID-19 context, the firm will have to deliver this assignment by using a combination of home-based and field-based method. Companies/institutions are encouraged to form a Joint Venture with local firm/institution at Timor Leste during bidding process or at-least show an indication in their Proposal that they will be able to form a Joint Venture prior to Contract.

5) DURATION OF ASSIGNMENT, DUTY STATION AND EXPECTED PLACES OF TRAVEL

Duration: The assignment is expected to start on 15 January 2022 and will continue for period of 3.5 months.

Expected Places of Travel: Any of the municipalities outside Dili

6) QUALIFICATIONS OF THE SUCCESSFUL CONTRACTOR

Company Experience and qualification

•

Demonstrated expertise in design and development of OSS or equivalence, or in feasibility study of OSS or equivalence,

• At least three years of experience in public service delivery reform

• Proven track record of e governance design, innovation and technology innovation,

• At least three years of experience in developing database / software / ICT services

• Working experience in Timor Leste shall be considered an advantage during evaluation

•

Forming joint venture or consortium with a local firm/institution shall be considered advantage during evaluation

•

Sound Knowledge of the region and/or Timor Leste,

Key Staff Qualification:

Public Administration Expert—International (Team leader)

Education: Master’s degree in social science, public administration, business management, political science or any other relevant field

Work Experience: At least ten years of experience in local governance, governance/public sector reform, local service delivery reform

Experience of working in developing countries, particularly in Timor Leste, will be an added advantage

Language: Proficient in English while working knowledge of Tetum/Bahasa/Portuguese will be an added advantage

Economist—International (Team member)

Education: Master’s Degree in Economics

Work Experience: At least three years of experience in feasibility study, cost benefit analysis, public sector reform, public finance

Experience of working in developing countries, particularly in Timor Leste, will be an added advantage

Language: Proficiency in written and oral English while working knowledge of Tetum/Bahasa/Portuguese will be an added advantage

Information and Communication Technology Expert—International (Team member)

Education: Master’s Degree in Computer Science, Information Technology, e governance, or related field

Work Experience: At least three years of experience in e governance design, prototype design, software/database development

Experience of working in developing countries will be an added advantage

Language: Proficient in English while working knowledge of Tetum/Bahasa/Portuguese will be an added advantage

Legal Expert—International (Team member):

Education: Master’s degree in law

Work experience: At least four years of experience in public sector legal reform, law drafting

Experience of working in developing countries will be an added advantage

Language: Proficient in English while working knowledge of Tetum/Bahasa/Portuguese will be an added advantage

Public administration and local governance expert—National (Team member)

Education: Bachelor’s degree in social science, public administration, business management, political science or any other relevant field

Work Experience: At three years of experience in local governance, governance/public sector reform, local service delivery reform

Experience of working in developing countries will be an added advantage

Language: Proficient in Tetum and Portuguese and basic in English is required

Administrative Legal Expert—National (Team member)

Education: Bachelor’s degree in law

Work experience: At least three years of experience in public sector legal reform, law drafting in Timor-Leste

Experience of working in developing countries will be an added advantage

Language: Proficient in Tetum and Portuguese and basic in English is required