AnnuAl RepoRt (July 2017- June 2018) StAte of the RoyAl ... · GoI Government of India GPMS Government Performance Management System GRM Grievances Redress Mechanism GSP General Service

AnnuAl RepoRt(July 2017- June 2018)

StAte of the RoyAl Civil SeRviCe

Royal Civil Service CommissionRoyAl GoveRnment of BhutAn

Royal Civil Service Commission Annual Report 2017-2018

Excellence in Service

table of Content

list of Acronyms .................................................................................................... iintRoDuCtion .................................................................................................... 1I. RepresentationofCommissioninBoards/CommitteesandLeadRolesin Reforms ................................................................................................................4II. VisitsbytheCommission .....................................................................................5III. MeetingoftheConstitutionalOffices ..................................................................6IV. BudgetSummaryforFiscalYear2017-18 ............................................................7V. ConstructionofnewOfficestohouseRCSCSecretariatandotherOffices ..........9VI. ImplementationofAnnualPerformanceTargets .................................................9

pARt 1 - Civil SeRviCe StAtiStiCS ...................................................................... 101.1 EmployeeCompensation .................................................................................101.2 CivilServiceStaffingTrend ...............................................................................111.3 AgeProfileoftheCivilService .........................................................................121.4 GenderProfileoftheCivilService ...................................................................131.5 AgeandGenderProfileofExecutives/Specialists ............................................141.6 LengthofService .............................................................................................151.7 CivilServicebyLocation ...................................................................................161.8 CivilServantsbySuperStructure .....................................................................171.9 CivilServantsbyMajorOccupationalGroup ...................................................171.10 RecruitmentandSeparation ............................................................................191.11 Extra-OrdinaryLeave .......................................................................................20

pARt 2 - Civil SeRviCe RefoRmS - ‘GooD to GReAt’ ......................................... 222.1 OrganisationalDevelopmentExercise-RightSizing ............................................22

2.1.1 OrganisationalDevelopmentExerciseCoverage .....................................222.1.2 StatusofImplementationofODRecommendations(C1,C2&C3) ........232.1.3 ODRecommendationsDependentonAmendment/Enactment ofActs .....................................................................................................242.1.4 ODRecommendationsapprovedfor12thFYP .......................................252.1.5 ODRecommendations-LocalGovernmentCommonFramework .........252.1.6 SelectedODRecommendationsPiloted .................................................262.1.7 AgenciesDelinked ...................................................................................27

2.2 BhutanCivilServiceSystem ...............................................................................272.2.1 BhutanCivilServiceRulesandRegulations ............................................27

2.3 SuccessionPlanningandLeadershipDevelopment ...........................................292.3.1 ExecutivesandSpecialistsManagement ................................................42

2.4 ManagingforExcellence-PerformanceManagementSystem .........................412.4.1 OperationalisationofManagingforExcellenceOnlineSystem ..............412.4.2 FinalMockModerationExerciseinSchools ............................................412.4.3 ModerationExerciseRolledOut .............................................................422.4.4 AppealsontheModerationExerciseResults ..........................................432.4.5 PerformanceImprovementPlan .............................................................442.4.6 Challenges ...............................................................................................44



2.5 CivilServiceWell-being ......................................................................................452.5.1 CivilServiceSupportDesk .......................................................................452.5.2 CivilServiceRetirementServices ............................................................462.5.3 CivilServants’WelfareScheme ...............................................................47

pARt 3 - humAn ReSouRCe Development AnD mAnAGement ...................... 503.1 HumanResourceDevelopment .........................................................................50

3.1.1AnnualLTTImplementationStatus.........................................................503.1.2 MajorHRDevelopmentProgrammes/ScholarshipsImplementation Status ......................................................................................................513.1.3 OtherHumanResourceDevelopmentInitiatives ...................................563.1.4 StatusonAnnualScholarshipsAdministered/ReceivedbyRCSC ............623.1.5 UndergraduateScholarshipProgrammes ...............................................653.1.6 MajorHRDevelopmentIssues ................................................................66

3.2 HumanResourceManagement .........................................................................683.2.1 Staffing&StructureReview ...................................................................683.2.2 DecentralisationofHRfunctions ...........................................................743.2.3 Recruitment ...........................................................................................743.2.4 ProfessionalisationofTVETSector ........................................................763.2.5 SupporttoLocalGovernment ...............................................................763.2.6 RedeploymentofExcessCivilServants ..................................................773.2.7 Promotion ..............................................................................................773.2.8 Transfer ..................................................................................................773.2.9 Separation .............................................................................................783.2.10 InternationalVolunteers ........................................................................793.2.11 Secondment ...........................................................................................793.2.12 ReportonDrugTest ...............................................................................803.2.13 ESPandGSPStandardsEstablishedandDecentralised .........................803.2.14 OfficeronSpecialAssignment ...............................................................813.2.15 ParentAgencyFramework .....................................................................813.2.16 HealthHRStandardsforJigmeDorjiWangchuckNationalReferral

Hospital ..................................................................................................813.2.17 ParaRegularEmployees ........................................................................82

3.3 HumanResourceAudit ......................................................................................823.3.1 StrategicHumanResourceAudit ............................................................833.3.2 ComplianceHumanResourceAudit .......................................................843.3.3 HumanResourceAuditManual ..............................................................87

3.4 BhutanCivilServiceExamination .......................................................................873.4.1 RecruitmentofBhutanCivilServiceExaminationSelectedGraduates ...883.4.2 ExemptionofPreliminaryExaminationforMBBSGraduates .................883.4.3 ConductingPreliminaryExaminationinDifferentRegions .....................883.4.4 PreliminaryExaminationTestedonClassXandXIIStudents ..................893.4.5 ReportonthePerformanceofGraduatesfromdifferentInstitutions intheBCSE ..............................................................................................903.4.6 DrugTestaspartofMedicalFitnessCertificate ......................................903.4.7 BhutanCivilServiceExaminationSystemEnhancement ........................90



3.4.8 CostofBhutanCivilServiceExamination ................................................913.5 HumanResourceCoordinationServices ............................................................91

3.5.1 CompetencybasedTrainingforHumanResourceOfficers .....................923.5.2 CommonIndividualWorkPlanforHROfficers .......................................923.5.3 PMS:TargetsSettingandEvaluationTraining,Singapore .......................933.5.4 5thHRConference ..................................................................................933.5.5 ModelOrganisation ................................................................................933.5.6 HRC/SHRCMeetings ...............................................................................963.5.7 AttachmentofnewHROfficerswithHRAuditDivision ..........................973.5.8 Moderation .............................................................................................97

3.6 InformationTechnologyUpdates .......................................................................983.6.1 InformationAccuracyinCivilSystemInformationSystem ......................983.6.2 DigitalArchiving ......................................................................................983.6.3 CivilServiceInformationSystem(CSIS) ...................................................983.6.4 UseofRCSCWebsiteandSocialMedia ..................................................99

3.7 RoyalCivilServiceAwards-2017 ......................................................................99

pARt 4 - ADminiStRAtive ACtionS ................................................................. 1014.1 AlternativeDisputeResolution ........................................................................1014.2 DisciplinaryActions ..........................................................................................101

pARt 5 - netWoRKinG AnD linKAGeS ............................................................. 1035.1 ExistingNetworkingandLinkages ....................................................................103

5.1.1 In-countryInstitutions ..........................................................................1035.1.2 Ex-countryInstitutions ..........................................................................105

5.2 NewInitiatives .................................................................................................106

pARt 6 - Key iSSueS AnD ChAllenGeS ............................................................. 1106.1 ApoliticalCivilService ......................................................................................1106.2 PerksandPrivilegesofCivilServants ...............................................................1106.3 Maintaining“Small,CompactandEfficient”CivilService ................................1126.4 PublicServiceDelivery .....................................................................................1136.5 QualificationAccreditation ..............................................................................1146.6 GreaterDecentralisationduring12FYP-itsimplicationontheCivilService ..1146.7 RoleofHumanResourceCommitteesinAgencies ..........................................1156.8 ProfessionalisationofCivilService ...................................................................1166.9 Re-organisationofRegionalOffices .................................................................116

Annexure .......................................................................................................... 118AnnexureI:CivilServiceStatistics ...........................................................................118AnnexureII:ImplementationStatusofODRecommendationsofLGs ....................126AnnexureIII:ListofParticipantsforWomenExecutiveLeadershipTraining ...........127AnnexureIV:ListofParticipantsofExecutivesandSpecialistsforBEST-6 .............128AnnexureV:StandardsofDifferentClinicalDepartments .......................................130

“Wehavedoneextremelywellinsuchashorttime.Wehavebeenabletobuildverystrongfoundationsforourcountry.Butwithchangingtimes,wearefacedwithnewopportunitiesaswellasnewrisks.

Aswelooktothefuture,Iwanttoimpressuponyouthreewordsthatcometomymind-evolve,Adapt,andupgrade.

Wearestillleftwithtremendousworktodoinvariousareas–financeandeconomy,private sector development, education, national human resource development,governance,etc.Othercountriesmaybeabletogetbywithaverageperformances.Butwearea small country, and forus, average spells disaster.Our future cannotbeaverage;thecapabilitiesofouryouthcannotbeaverage.Wehavetostriveforstrengthandgreatness,andtheaveragetrapwillbeourbiggestobstacle.Everystepoftheway,eachandeverysingleyear,wehavetoevolve,adapt,andupgrade.”

- An excerpt from the Royal Address of His Majesty The King during the 2018 National Graduates’ Orientation Programme on 17th August


Excellence in Service Page i

list of Acronyms

AAS AustraliansAwardScholarshipsACC Anti-CorruptionCommissionACF AgencyCategorisationFrameworkADAAustrianDevelopmentAssistanceAIIMS AllIndiaInstituteofMedicalScienceAPA AnnualPerformanceAgreementAPT AnnualPerformanceTargetBCF BhutanCanadaFoundationBCSE BhutanCivilServiceExaminationBCSEA BhutanCouncilforSchoolExamintions&AssessmentBCSR BhutanCivilServiceRules&RegulationBCSS BhutanCivilServiceSystemBEST BhutanExecutiveServicesTrainingBFSP BhutanForeignServiceProgrammeBHTF BhutanHealthTrustFundBQA BhutanQualificationsAuthorityB.Ed BachelorofEducationCE ContinuingEducationCS CabinetSecretariatCSAB CivilServiceActofBhutanCSED CivilServiceExamDivisionCSCF CivilServiceCompetencyFrameworkCSIS CivilServiceInformationSystemCSSD CivilServiceSupportDeskCSW CivilServiceWell-beingCSWS CivilServants’WelfareSchemeDAHE DepartmentofAdultandHigherEducationDAMC DepartmentofAgriculturalMarketingCooperativesDT DesignThinkingDTIO DzongkhagTradeandIndustryOfficeEM ExitManagementEDO EconomicDevelopmentOfficerEOL ExtraordinaryLeaveESC ExecutiveandSpecialistCategoryESMD ExecutivesandSpecialistsManagementDivisionESP ElementaryServicePersonnelERS EarlyRetirementSchemeExFo ExecutiveForumFY FiscalYearFFT FriendsfromThailandFLMP FutureLeadersMentoringProgrammeFLP FoundationalLeadershipProgramme


Excellence in Service ii Page

G2C Government-to-CitizenGAO GewogAdministrativeOfficerGDP GrossDomesticProductGNHC GrossNationalHappinessCommissionGoI GovernmentofIndiaGPMS GovernmentPerformanceManagementSystemGRM GrievancesRedressMechanismGSP GeneralServicePersonnelHPC HighPowerCommitteeHMS HisMajesty’sSecretariatHR HumanResourceHRD HumanResourceDevelopmentIWPs IndividualWorkPlansJDWNRH JigmeDorjiWangchuckNationalReferralHospitalJICA JapanInternationalCooperationAuthorityKGUMSB KhesarGyalpoUniversityofMedicalScienceofBhutanLCF LeadershipCapabilityFrameworkLFS LeadershipFeedbackSystemLG LocalGovernmentLGCF LocalGovernmentCommonFrameworkLTT Long-termTrainingMaX ManagingforExcellenceME MainExaminationModEx ModerationExerciseMoE MinistryofEducationMoEM MinistryofEnergyandMineralsMoF MinistryofFinanceMOG MajorOccupationalGroupMoH MinistryofHealthMoLHR MinistryofLabour&HumanResourcesMP MemberofParliamentMoTIE MinistryofTrade,IndustryandEmploymentMoU MemorandumofUnderstandingMoWHS MinistryofWorks&HumanSettlementNCWC NationalCommissionforWomen&ChildrenNGoP NationalGraduateOrientationProgrammeNSB NationalStatisticsBureauOC OperationalCategoryOCP OfficeofConsumerProtectionOD OrganisationalDevelopmentOSA OfficeronSpecialAssignmentPE PreliminaryExaminationPER PerformanceEvaluationRatingPGDE PostgraduateDiplomainEducation


Excellence in Service Page iii

PGDFM PostgraduateDiplomainFinancialManagementPGDPA PostgraduateDiplomainPublicAdministrationPGDNL PostgraduateDiplomainNationalLawPMC ProfessionalandManagementCategoryPMS PerformanceManagementSystemQAAD QualityAssuranceandAccreditationDivisionRAA RoyalAuditAuthorityRBP RoyalBhutanPoliceRCSC RoyalCivilServiceCommissionRGoB RoyalGovernmentofBhutanRICBL RoyalInsuranceCorporationofBhutanLimitedRIGSS RoyalInstituteofGovernance&StrategicStudiesRIM RoyalInstituteofManagementRIU RevenueIntelligenceUnitRoD RecordofDiscussionsRSTA RoadSafetyandTransportAuthorityRTIO RegionalTradeandIndustryOfficeSELP SeniorExecutiveLeadershipProgrammeSHRD SustainableHumanResourceDevelopmentSOP StandardOperatingProcedureSP SingaporePolytechnicSPLD SuccessionPlanning&LeadershipDevelopmentSS SeniorSupervisorSSC SupervisoryandSupportCategorySTT Short-termTrainingTAT TurnaroundTimeTCB TourismCouncilofBhutanTICA ThailandInternationalCooperationAgencyToR TermsofReferenceTPS TrongsaPenlopScholarshipTRC TeacherResourceCentreTVET TechinacalandVocationalEducationandTrainingUPSC UnionPublicServiceCommissionVUCA Volatility,Uncertainty,ComplexityandAmbiguityYPLP YoungProfessionalLeadershipProgramme


Excellence in Service Page 1

intRoDuCtion

TheRoyalCivilServiceCommissionishonouredandprivilegedtosubmit itsfourthAnnualReportfortheperiodJuly2017toJune2018toHisMajestyTheDrukGyalpoandthePrimeMinister.

TheChairpersonandCommissionwouldliketosubmitourdeepestgratitudetoHisMajestyTheKingfortheblessings,guidance,trustandconfidencebestowedonusandallcivil servants.Onbehalfofall thecivil servants, theCommissiontakes thisopportunitytoreiterateourpledgetoservetheTsa-Wa-Sumwiththehighestlevelsofloyalty,professionalismanddedication.

Eversincetheestablishment,theRCSCastheCentralPersonnelAgencyoftheRoyalGovernmenthasbeenmakingconcertedeffortstodeliver itssacredconstitutionalmandates of shaping and leading an apolitical, professional andmeritocratic CivilService.AsBhutanpreparesfortheThirdParliamentaryElection2018,theroleoftheCivilServicebecomesevenmorecritical.TheCommissionstronglypledgestofulfillitsconstitutionalmandateinkeepingtheCivilServiceapoliticalforalltimetocomewhileatthesametimeprovidinganeffectivegovernanceforasmoothtransitionforthenextGovernment.

TheCommission,initseffortstodeliveritsconstitutionalmandates,hasheldatotalof138Commissionmeetingsbetween21stMay2014and30thJune,2018.Duringthisreportingperiod,theCommissionfocusedoninstitutionalisationofthefivestrategicreforms,namely:(i)OrganisationalDevelopment(OD)ExercisetoRightSizetheCivilService;(ii)ManagingforExcellence(MaX)SystemtoalignperformanceoftheCivilService in line with the expectations of the State and Government and reinforcemeritocracy in the system; (iii) Succession Planning and Leadership Development(SLPD) for Great Leadership; (iv) Bhutan Civil Service System (BCSS) reforms forinstitutionalstrengtheningoftheCivilService;and(v)CivilServiceWell-being(CSW)initiativestopromotesenseoffraternityamongthecivilservantsandmotivatethem.In order to institutionalise the five reforms and to further promote meritocracy,productivity and equity in the Civil Service, the Bhutan Civil Service Rules andRegulations (BCSR)2012was reviewed,updatedand launchedas theBhutanCivilService Rules and Regulations (BCSR), 2018 on 1st January 2018. The BCSR 2018comprisesofupdatedrulesandregulationstomaketheCivilServicesystemmoreresponsive based on the changingtime.Additional new chapters on Executives&Specialists and Civil Service Welfare (CSW) have also been incorporated, besidesemphasising apolitical values and behaviors under the Civil Service Values andConduct.WithmanyHRfunctionsbeingdecentralisedtotheLineAgencies,theHumanResourceCommittees(HRC)arecriticalinensuringthatHRmattersintheAgencyaredecidedtransparentlyandapoliticallybasedontheprinciplesofmeritocracy.Hence,aseparatechapteronHRCommitteehasalsobeenaddedintheupdatedBCSR.

During this reporting period, theModeration Exercise (ModEx) was implementedacrosstheCivilServiceAgenciestoupholdmeritocracybyrequiringAgenciestoputtheirstaffinoneofthefourperformancecategoriesforthefirsttime.Thenumbersfor


Excellence in Service 2 Page

thefourperformancecategoriesaredictatedbytheirAnnualPerformanceAgreement(APA)scores.Intheprocess,theRCSCreceivedfewappealcasesagainstthedecisionoftheModeEx.Inallsuchcases,RCSConlystudiedwhetherdueprocesswasobserved,andupheldthedecisionoftherespectiveModerationCommitteesoftheAgenciesas theappealsdidnothave reasonablegrounds. The regular requests for reviewsandproblemsolvingforactivitiesintheAPApointstoincreasedaccountabilityinthevariousAgencies.ThishasresultedfromthecascadingofperformancetargetsofthevariousAgenciesto individualsbecauseofthe linkingofGovernmentPerformanceManagement System (GPMS) toMaX. Further, increased productivity is expectedthrough proper planning of individual work plans, effective utilisation of staff,monitoringandevaluation,synchronisationofeffortswithintheAgenciesandoverallalignmentoftheMaXwithintheAgenciestotheGPMS.However,therearemanyareasinthesystemthatneedtobestrengthenedtomakeitmorerobust,relevantandresponsivetoCivilServiceneeds.

Given the pivotal role of leadership in an organisation, the Leadership FeedbackSystem(LFS)wasintroducedasonewaytogaugetheperformanceofcivilservantsinleadershippositions.However,theonlineLFSstillhasn’ttranslatedintoacultureoffeedbackbysupervisors.Therefore,theRCSCisactivelypursuingthisbyfacilitatingaccesstotheonlinefeedbackonrespectivesuperviseesandmandatingstructuredconversationsthrough“coachingskills”todiscusstheirfeedback.

Inordertosupportthe12thFiveYearPlan(FYP),theRCSChasbegunpreparationfordevelopingStaffingPlansacrosstheMinistries,Agencies,DzongkhagsandThromdes. The implementationof thefirst twoyearsof the12thFYPwillbesupportedbasedonthe11thFYPStaffingPlanwhichisprojectedtill2020. Theapproachtostaffingwill bebasedon theStaffingFramework tobedevelopedandwill alsobeguidedby theservicestandards in respectiveAgencies. In theevent, the11thFYPStaffingPlanprovestobeinadequatevis-a-visthenewFYP,theCommissionwillconductademand-basedreviewoftherequiredstaffingandrationalisethestaffingbetweentheCentralAgenciesandtheLocalAgencies.Theoverlapinthefive-yeardevelopmentplansandstaffingplanfortheCivilServiceisintendedtorationalisehumanresourceneedsbesidessupportingorganisationalneedsthroughflexibleworkforceplanning.Thedeploymentofhumanresourceswillnotbeeffectiveifdevelopmentplansandstaffingplansarenotalignedwell.RCSCcontinuestoprovideitsservicesforresolvingstaffing issuesofAgencies.During this FY2017-18, staffingplansofmore than14Agencies have been reviewed and revised. Further, in line with the objective toensure“rightpersonfortherightjob”,60casesofredeploymentand11remappingwerecarriedout.Duringthe12thFYP,theRCSCwillremaincommittedtoresolvethedeploymentissuesintheCivilServiceandespeciallyinLocalGovernments(LGs)asit isoneofthekeyresultareas identifiedintheplanforRCSC.Further,RCSCin itsefforts to enhance the role of ParentAgencyhas initiatedpreparationof TransferGuidelines, Competency Frameworks, Generic IWPs, Staffing Standards and SOPs.TheseframeworksandStandardOperatingProcedures(SOPs)willenableAgenciesand RCSC to fulfil the mandate of maintaining small, compact and efficient CivilService.



The 12th FYP, Strategic Human Resource Development (SHRD) Plan for the CivilServicehasbeendeveloped tobuild capabilities and capacities in areasof criticalskills requirement.During the implementationofSHRDplan, theapproachwillbetoensurealignmentofHRdevelopmentneedsbasedonCompetencyFrameworksforOccupationalGroupsandSubGroups.Thisisexpectedtopromotefocusedandrational investment in human resources towards enhancing professionalism andproductivityintheCivilService.

InordertobuildarobustCivilServicesystem,theCommissioncontinuestostrengthentheRCSCSecretariattoprovideinstitutionalmemoryandserveasabridgebetweenpast,presentandfutureCommissions.AllroutinefunctionsandproceduresoftheSecretariathavebeen leaned forefficient servicedeliveryandStandardOperatingProtocols have been developed, thus ensuring systems are instituted. Further, aframeworkondelegatedfunctionsfromtheCommissiontotheHRCoftheSecretariatandfurtherdowntotherespectiveDivisionsandCommitteesisbeinginstitutedtoexpedite servicedelivery. In the12th FYP, theRCSCwill continue topursue its keymandates as reflected in its key result areas viz. 1) Civil Service Right-Sizing; 2)Enhancing efficiency & effectiveness of Civil Service; 3) Adequate deployment ofcivil servants in LGs; 4) EnhancingHR functions and services; 5) Enhancing publicservicedelivery;6)StrengtheningmeritocracyintheCivilService;7)Strengtheningtransparency,accountability&integrityculture;and8)EnhancingandsecuringCivilServiceinformation.

WithintheRCSCSecretariat,theCommissionisputtingconcertedeffortstobuildaModelOrganisationi.e.growing,learningandcaring.Inbuildingmodelorganisation,theCommissionfirmlybelievesincompetencydevelopmentoftheemployeesunderSecretariatastheyarecriticalbehindtheorganisationalsuccess.Sincefeedback isimportantaspectofgrowth,theRCSCanditsemployeeswillremaincommittedtobeopentoconstructivefeedback.

TheCommissionwillstrivetocreateastrong,competentandresponsiveCivilServicethat can be Bhutan’s greatest source of competitiveness in a VUCA world. TheCommission as an important public institutionwill continue to support enhancingpublicservicedeliverybychampioningtheroleofaunifiedCivilService,notswayedbyvestedinterests,andpoliticalinfluencesbutratheraligningitshumanresourcesandstrategicvisiontowardstheachievementofthenationalobjectivesofsovereignty,securityandself-reliance.Further,theCommissionremainscommittedtomaketheCivil Service and its institutions more transparent, accountable, meritocratic, anddynamictowardsupholdingthevaluesandvisionoftheStateforalltimetocome.



i. Representation of Commission in Boards/Committees and Lead Roles in Reforms

Commission members Boards/Committees/Key Reforms

DashoKarmaTshiteem

ViceChairperson,RoyalInstituteofGovernanceandStrategicStudiesMember,GoverningBoard,TheRoyalAcademyMember,KiduFoundationLeadroleinLeadershipandExecutiveDevelopmentProgrammesandreformingBhutanCivilServiceSystems(twoofthekeyreformsbesidesoverseeingallotherreforms)

LhendupWangchu

Member,DzongkhaDevelopmentCommissionFocalCommissionerforCivilServants’WelfareScheme(oneofthekeyreforms)

IndramanChhetri

Member,TertiaryEducationBoardMember,NationalHRDCommitteeBoardMember,RoyalInstituteofManagementFocalCommissionerforOrganisationalDevelopmentExercise-(oneofthekeyreforms)

KarmaHamuDorjee

Chairperson,Nehru-WangchuckScholarshipAwardCommitteeMember,GoverningCouncil,JSWSchoolofLawMember,De-SuungExecutiveCouncilFocalCommissionerforPerformanceManagementSystem-(oneofthekeyreforms)

KesangDeki

SAARCNodalOfficerMember,BhutanAccreditationCouncilMember,RoyalEducationCouncilMember,TeacherEducationBoardFocalCommissionerforOrganisationalDevelopmentExercise-(oneofthekeyreforms)BoardMember,NPPFCo-chair,OperatingCommitteeontheProjectforHumanResourceDevelopmentScholarshipbyJapaneseGrantAid



ii. visits by the Commission

nametravel Date Place/

Country purposefrom to

DashoKarmaTshiteem

19June,2018

25June,2018 Morocco

AttendtheUnitedNationsPublicServiceForumandAwardCeremony

07May,2018

10May,2018 Singapore SouthAsiaChampioningand

VisioningProcess

26March,2018

30March,2018

Canberra&Brisbane,Australia

Commission’sCordialityvisittoAustraliaunderInformalLearningOpportunity

03December,2017

10December,2017

Korea

Symposiumon“BuildingEffective,AccountableandInclusiveInstitutionsandPublicAdministrationforAdvancingthe2030AgendaforSustainableDevelopment”

11September,2017

17September,2017

Singapore

AttendDesignThinkingSummitandLeadersNetworkingForumforPublicServiceSectorinAsia

29August,2017

7September,2017

KoreaAttendInternationalConferenceonWorkandHappiness

KarmaHamuDorjee

26March,2018

30March,2018



19March,2018

23March,2018 Thailand

JointReviewMeetingonThailand-BhutanDevelopmentCooperation

KesangDeki

19March,2018


JointReviewMeetingonThailand-BhutanDevelopmentCooperation

4 December,2017

15December,2017

Brisbane,Australia

WomeninLeadershipDevelopmentProgramme



nametravel Date Place/

Country purposefrom to

LhendupWangchu

28May,2018

1June,2018 Singapore

BehaviouralInsightsandPublicPolicyatLeeKuanYewSchoolofPublicPolicy

26March,2018

30March,2018



19March,2018


JointReviewMeetingonThailand-BhutanDevelopmentCorporation

IndramanChhetri

7June,2018

9June,2018

Astana,Kazakhstan

ConferenceonPublicServiceExcellenceintheEraofSustainableDevelopmentGoals

19March,2018

23March,2018 Singapore

GovernmentinBusiness,LeeKuanYewSchoolofPublicPolicy,Singapore

23October,2017 1Nov,2017 Singapore 6thRoundTemasekFoundation

InternationalGovernment

iii. Meeting of the Constitutional Offices

In keeping with His Majesty’s desire that Constitutional Bodies with importantresponsibilitiesworktogethertowardsthecommonpurposesofthenation’sinterest,theRCSChostedandorganisedthefirstmeetingoftheconstitutionalbodiesuponappointmentof the secondCommission. Itwasheldon8October, 2015with theobjectivetostrengthenareasofcooperation,resolveanyissuesinternally,andfindwaystosupporteachother.Thereafter,theConstitutionalOfficeshavebeentakingturn to host suchmeetings. During the reporting period, the fourthmeetingwashosted by ACC on 22 September 2017 at the Conference hall of ACC. During thefourthmeeting,HisMajesty’sconcernontheneedtoingrainsenseofresponsibilityineverycivilservant,issuesrelatedtocivilservantsinvolvementinmajorcasesoffraudandmisappropriations leaving for other countries and the need to restrain them,inconsistenciesofadministrativeactionstakenagainstofficialsindifferentAgencies,accountabilityofcivilservantsandintegrationoftheanti-corruptionagendainthe12thFYPwerediscussed.ThefifthConstitutionalOfficesmeetingshallbehostedbytheRCSC.



iv. Budget Summary for fiscal year 2017-18

TheRCSC’stotalbudgetforthefiscalyear(FY)2017-18wasrevisedtoNu.322.769MfromtheapprovedbudgetofNu.260.939M.Theincreaseintherevisedbudgetis attributed to additional and new supplementary budget incorporated duringtheyear foractivitiessuchasCivilServiceReformsforExcellence inPublicServiceDelivery,BhutanCivil ServiceExamination (BCSE), SHRD-II, Cost SharingandotherHRDProgrammes.Amajorportionofthesupplementarybudget incorporatedwasunderGovernmentofIndia–ProjectTiedAssistance(GoI-PTA)Projectforadjustmentofprior-yearadvance.

RCSC continued implementing donor-funded projects during the year, namelytheGoI-PTA towardsprofessionalisingCivil Serviceduring for the11thFYPand theAustrianDevelopmentAssistance (ADA) for reforms inExcellence inPublicServicedelivery.OfthetotalrevisedbudgetofNu.322.769M,theGoIfundedNu.159.817MthroughGoI-PTAProjectandNehru-WangchuckScholarshipProgramme(NWSS),theGovernmentofAustriafundedNu.14.588MthroughADAProject,Nu.0.204wasspilloverfromSHRD-IIfundedbytheGovernmentofNetherlandsandtheSHRD-IIaccountsarefinallyclosed.TheRoyalGovernmentofBhutan(RGoB)fundingfortheFYwasNu.148.160M. As the Central Personnel Agency of the Royal Government, RCSC ismandated tolookintotheprofessionaldevelopmentandtrainingneedsoftheentireCivilService.Duringtheyear,asumofNu.234.948MwasallocatedentirelyforthispurposewhileNu. 10.059Mwas allocated for the conduct of Bhutan Civil Service Examinations(BCSE).TheoperationalbudgetforRCSCSecretariatwasNu.77.762Monly.

ThefollowingtablesprovidethesnapshotoftherevisedbudgetandexpenditurefortheFY2017-18:

Table1: Budget Summary [Nu. in Million (M)]

Current Capital total

RevisedBudget 71.563 251.206 322.769*

Expenditure 58.984 227.149 286.134**

The budget utilisation status of current budget and capital budget was 82.422%and90.423%respectively.TheunderutilisationwaspartiallydrivenbydelayinfundreleaseforthoseprojectsfundedbytheGoI(GoI-PTAandNWSSProgrammeunderHRDevelopment),whichconstituted49.514%ofthetotalbudgetandpartiallyfromRGoBfundedactivities.However,theentireGoI-PTAfundcommittedforthe11thFYPhasbeenfullyreleasedtowardstheendofMay2018andtheseremainingfundsandrelatedactivitieswillbeimplementedinthecomingFYasspillover.



Table2: Budget Summary by Activities (Nu. in M)

Activity code Activity Name Budget expenditure % of Budget

Utilised

1 AdministrationandManagementServices 59.576 49.404 82.926

2 HumanResourceDevelopmentDivision 215.457 193.859 89.976

3 Policy&PlanningDivision 4.54 4.494 98.987

4 BhutanCivilServiceExaminationDivision 10.059 8.004 79.571

5 ManagementofInformationServicesDivision 2.78 2.479 89.173

6 HumanResourceAuditDivision 0.711 0.711 100

7 Executive&SpecialistManagementDivision 7.699 7.538 97.909

8 LegalServices 2.501 2.225 88.9649 CivilServiceWell-beingServices 1.504 1.415 94.082

10 HumanResourceManagementDivision 0.954 0.854 89.518

11 ManagementforExcellence(MaX) 2.4 2.4 100

12 CivilServiceReformsforExcellenceinPublicServiceDelivery 14.588 12.751 87.407

total 322.769 286.134 88.65 Nu.118.672MwasspentagainstthebudgetprovisionofNu.148.160MunderRGoBfundingwhichworksoutto80.097%.

Note:* From the Revised Budget of Nu. 322.769 M, Nu. 23.885 M pertains to budget provided for adjustment of prior year advance for GoI-PTA Project and hence the total budget available for FY was Nu. 298.884 M only.** The expenditure reported above are as per the records maintained in the Public Expenditure Management System (PEMS) and does not include the advances released to the Agencies as deposit works since the Agencies are yet to settle the advances. Transactions under Deposit Works will be reflected as expenditure in PEMS only when the Agencies submit the expenditure reports. Thus, the expenditure amount of Nu. 286.134 M reflected above does not include the outstanding Deposit Works advance of Nu. 0.444 M. Further, a sum of Nu. 0.508 M has been refunded as unutilised funds by the Agencies that settled their Deposit Works advances and are deposited into Government Non-Revenue Account.

Duringtheyear,theRoyalAuditAuthority(RAA)conductedauditoftheLCaccountforFY2015-16,GOIPTAandNWSSPLCAccounttill30thJune2017andADAProject.TheRAAclearedthebooksofaccountsandnoauditmemowasissuedfortheperiodofaudit.TheAuditofLCaccountforthelasttwoFYsisunderconsiderationforAudit.



RCSChastwopastunresolvedauditmemos,onepertainingtoaMBBSgraduatefromAIIMSand theotheronan inadmissiblepaymentof tuition feesandstipend foraRoyal University of Bhutan (RUB) lecturer, who discontinued theMasters course.ThesememosarereportedintheAnnualReportofRAAandRCSChasbeendirectedtoresolve itat thesoonest.RCSC ispursuingthefirstauditmemovigorouslywiththe candidate to return to the Country and serve aswas the intentionwhen thescholarshipwasawardedtohimthroughDepartmentofAdultandHigherEducation(DAHE)andthatrefundingoftheeducationalexpensesisnotpurposefulinviewofthe critical shortages ofMedical Doctors. The secondmemo is being followed-upbyRUBtorecovertheinadmissiblepaymentsfromthecandidateandtorefundtheamounttoRGoB.

v. Construction of new Offices to house RCSC Secretariat and other Offices

Duringtheyear,RCSCspearheadedthecoordinationandplanningoftheconstructionofofficesoutsideTashichhodzong,supportedbyDepartmentofEngineeringServices(DES),MoWHSfortheprojectdesignworks.Theplanistoconstructthreerowsofoffices with a similar traditional look from the outside but with modern internalamenities,insulationandHVACtoensureaconduciveworkspace.

Afterseveralroundsofconsultationswithallstakeholders,includingNLC,theprojectdesign&drawingsarebeingfinalised.TheDES,MoWHShaspreparedestimatesandsubmittedthebudgetrequirementfortheTashichhodzongOfficeconstructiontotheGNHC for resourceallocation in the12th FYP.RCSCwill continue to spearhead thecoordination,whiletheDES,MoWHSwillcarryoutthemanagementandsupervisionoftheconstruction.

vi. Implementation of Annual Performance Targets

InkeepingwiththeGPMS,theRCSClikeotherAgencieshasimplementedthenewframework of Annual Performance Target (APT). In support forGPMS system, theRCSC istheonlyConstitutionalOfficetobepartofAPTevaluationbytheNationalTechnical Committee (NTC), constituted byGNHC Secretariat. Further, the RCSC isrepresentedbyoneoftheCommissionersinHighPowerCommittee(HPC),DirectorinAPTReviewCommittee,and relevantofficials inNTC,an important institutionalarrangementtodelivertheimportantmandateofGPMS.

DuringFY2016-17,theRCSCscored92.71%initsAPT2016-17evaluationconductedbyNTC. The RCSC also implementedGPMS linkedMaXModEx for FY 2016-17. InkeepingwithAgencyCategorisationFramework,theSecretariatappliedtheModExandputitsstaffintothefollowingperformancecategories;2(2%)asoutstanding,11(16%)asVeryGood,followedby49(81%)and1(1%)asGood&NeedImprovementrespectively.TherobustperformancemonitoringandevaluationsystemofthenewsystemhasenhancedtheaccountabilityofthecoreDivisions/Servicestotheirannualperformancetargets.Further, theevaluationofAgency’s performancebyexternalinstitutionhasnotonlyprovidedchecksandbalancebutalsoimprovedperformanceandproductivitytoalargeextent.



pARt 1 - Civil SeRviCe StAtiStiCS

1.1 Employee Compensation

Table3andTable4provideoverallstatusoftheCivilServicecostandemployment.Thishighlightsdevelopmentatanationalscale,whichisimportanttomonitorgiventheconcernsofrapidlygrowingCivilService.Includedaresomecomparators(2010)forreference.NotwithstandingthedifferencesindefinitionoftheCivilService,andgrowthinourCivilServiceovertheyears,thetotalcostofcompensationcomparesquitefavorably(Table3)suchastotalCivilServicecompensationasapercentofGDP.However,Bhutan’scompensationofemployeesasshareofdomesticrevenue,ataround31%,isonthehigherside.ThefactthattheshareofCivilServicecompensationnowaccountsforalittlemorethanathirdofdomesticrevenuesraisesfiscalsustainabilityconcernsandthuswillbemonitoredcloselytokeepitfromgrowingfurther.Table4showsthatintermsoftheaverageCivilServicewagelevelrelativetolivingstandards(GDPpercapita)itisaboveaverage.

Table3: Compensation of Employees

Sl. no.

Compensation of employees

2002-2003

2016-2017

2017-2018

imf 2010*

Africa Asia & Pacific

Low income

middle income

1

CompensationofemployeesasshareoftotalGDP

5.97% 7.55% 6.22% 8.15% 5.85% 6.10% 8.00%

2

Compensationofemployeesasshareoftotalspending

17.63% 22.31% 18.50% 31.90% 26.85% 27.20% 29.70%

3

Compensationofemployeesasshareofdomesticrevenue

36.64% 35.57% 31.11% 30.10% 25.30% 27.35% 27.10%

*source: Evaluating Govt. Employment and Compensation, IMF Sept. 2010, Table 1. (employees include Central & General Employment).



Table4: Employment and Wage Level

Sl. no. employment 2002-

20032016-2017

2017-2018

4 Governmentemploymentaspercentageofprivatesectoremployment 71.32% NA 35.16%

5 Governmentemploymentaspercentageoftotalemployment 6.78% NA 8.35%

6 Governmentemploymentaspercentageofpopulation 2.40% 3.52% 3.94%

Wage level

7 AverageGovernmentwageasashareofcompetitor-privatesectorwages NA 224.83% 165.57%

8 AverageGovernmentwageasashareofGDPpercapita 154.97% 194.36% 164.94%

9 RatioofthehighestGovernmentwagetothelowest(compressionratio) 6.89 6.42 6.42

1.2 Civil Service Staffing Trend

ThestrengthoftheCivilServiceason30thJune,2018was28,973comprisingof25,778regularcivilservantsand3,195oncontract.

Chart1: Civil Service staffing trend (2003-2018)

ThecumulativegrowthintheCivilServicestrengthason30thJune,2018comparedtothestrengthon30thSeptember,2003was92.51%.TheannualgrowthratefortheFY2017-18was2.67%ascomparedto4.80%in2017,0.86%in2016,1.71%in2015,5.61% in2014,3.96% in2013,3.19% in2012and5.23% in2011.Thedecrease in



theannualgrowthrate(2016)isattributedmainlyduetofreezingofrecruitmentfornon-criticalpositions, rationalisationofAgencies includingdivisionsandmergerofpositionstoensureoptimumworkload,andredeploymentofstafffromtheexistingstockofemployees.Thesignificant increase in June2017canbeattributedto theinclusionofconsolidatedcontractemployeesintheCivilServiceandsinglewindowrecruitment(toensurestrategicandsystematicrecruitment)whichcameeffectfrom1stofJanuary2017.

Table5: Composition of Civil Servants by Position Category

Position Category2003 June, 2017 June, 2018

total % total % total %ExecutiveandSpecialist1 106 0.7 268 0.95 276 0.95ProfessionalandManagement 4,513 29.99 13,693 48.52 13,889 47.94

SupportandSupervisory 6,850 45.51 12,116 42.93 12,464 43.02Operational 3,581 23.79 2,143 7.59 2,344 8.09

total 15,050 100 28,220 100 28,973 1001Includes Eminent Members of the National Council.

Ason30thJune,2018,ofthetotalof28,973civilservants,PMCrepresentsthelargestgroupslightly less than50% followedbySSCwith43%andOCwith8%whileESCrepresentsonly1%ofthetotalcivilservants.

1.3 Age Profile of the Civil Service

Themedianageofcivilservantsis34ason30thJune2018.Comparedto2006,theCivilServicehasagedbyeightyearsin2018.

Chart2: Distribution of Civil Servants by Age Group

1,629

610

1616

174

2,195

3,292

6,091

7,074

6,5261,469

853

1,383

2,024

2,8813,867

5,2691,858



1.4 Gender Profile of the Civil Service

Thepercentageofmalecivilservantsisaround63.13%andthatoffemaleis36.87%.Outofatotalof18,292malecivilservants,243areinESC,8,670areinPMC,7,444areinSSCand1,935areinOC.Fromthetotalof10,681femalecivilservants,33areinESC,5,219areinPMC,5,020areinSSCand409areinOC.Overthepastyears,thegendergapisclosingfast.ThenumberoffemalesintheCivilServiceinthepast20yearshasalmostquintupledfrom2,180to10,681or16%toaround37%ofthetotalcivilservantstoday.

Chart3: Civil Servants by Gender (1996 – 2018)

Table6: Civil Servants by Gender and Age Groups

Age Group2003 30 June, 2017 30 June, 2018

total female male total female male total19yrs&Below 193 4 6 10 14 2 1620-24yrs 2,866 700 631 1,331 821 648 1,46925-29yrs 3,576 2,838 3,593 6,431 2,960 3,566 6,52630-34yrs 2,905 2,800 4,316 7,116 2,757 4,317 7,07435-39yrs 2,037 2,042 3,720 5,762 2,248 3,843 6,09140-44yrs 1,407 906 2,214 3,120 987 2,305 3,29245-49yrs 848 479 1,732 2,211 498 1,697 2,19550-54yrs 375 265 1,237 1,502 302 1,327 1,62955-59yrs 34 85 552 637 92 518 61060+yrs 7 7 93 100 2 69 71

total 14,248 10,126 18,094 28,220 10,681 18,292 28,973



1.5 Age and Gender Profile of Executives/Specialists

Thereareatotalof276civilservantsintheESCason30thJune,2018.Ofthetotal,152 are Executives (includes eminentmembers of the National Council) and 124Specialists (Chart4).ESC thatprovides leadership to thebureaucracyaccounts forlessthanonepercentofthetotalCivilServicestrength.TheCivilServiceisnottopheavy.Onaverage,inotherbureaucracies,theESCaccountsforaround3–5%.

TheaverageageofcivilservantsinESCis52ason30June,2018.Theagerangedfrom40–76years.ThemajorityoftheExecutivesandSpecialistsareintheagegroupof50-54.Thereare90ofthemabovetheageof55whichmeansthattheywouldbesuperannuatinginthenextfiveyears(Chart5).

Chart4: Gender profile for Executives/Specialists by Position Level

Note: No level: Eminent Members of the National Council

Chart5: Age Group and Gender Profile for Executives/Specialists



ThereisacleargendergapintheExecutives/Specialistsgroup.FemaleExecutives/Specialistsmakeuparound12%ofthegroup.WhiletheCommissionrecognisestheissue,findingsolutionsthatwillhelpaddressthegapwhileupholdingmeritocracyremainsachallenge.Onepromisingsign,however,isthatthegendergapintheP1positionlevel,whichisthepoolfortheExecutives/Specialists,islowerwithfemalesmaking up 29%within the total. Thus, the gender gap should narrow in the nearfuturethough itwouldstillbeconsiderabledistanceawayfromtheoverall femaleparticipationlevelofaround37%intheCivilService.

1.6 length of Service

Thepresentaveragelengthofyearsofserviceis11years.TheaveragelengthofyearsofservicebyPositionCategoryisasshownintheTable7.

Table7: Length of Service

Position Category no. of civil servants Average length of service (in years)

ExecutiveandSpecialist1 276 26

ProfessionalandManagement 13,889 10

SupportandSupervisory 12,464 12Operational 2,344 11

total 28,973 1includes Eminent Members of the National Council

1.7 Civil Service by Location

Withatotalof8,327civilservants,ThimphuDzongkhaghasthehighestnumberofcivilservantsfollowedbyChhukhawith2,116andSarpangwith1,875.GasaDzongkhag hastheleastnumberof301civilservants.



Table10

:Loc

ation

spre

ad o

f Civ

il Se

rvan

ts

Loca

tion

2017

2018

Exec

utive

s and

Sp

ecia

lists

1pr

ofes

sion

al &

m

anag

emen

tSu

perv

isor

y &

Su

ppor

tO

pera

tiona

l St

affG

rand

tot

al

Bumthan

g92

94

390

488

96

978

Chhu

kha

2,05

55

1,03

092

016

12,11

6Da

gana

837

144

336

262

86

8Ga

sa28

61

106

175

19

301

Haa

439

223

720

535

47

9Lhun

tse

506

128

320

740

53

1Mon

ggar

1,42

64

708

751

118

1,58

1Paro

1,41

510

73

477

111

31,62

8Pe

magatshel

750

141

832

852

79

9Pu

nakh

a82

72

464

320

56

842

Samdrup

jong

khar

1,26

22

584

632

97

1,31

5Samtse

1,48

62

865

546

74

1,48

7Sarpan

g1,79

18

814

921

132

1,87

5Th

imph

u8,80

621

53,94

03,27

190

18,32

7Trashigang

1,59

93

848

752

112

1,71

5Trashiyantse

642

1

374

303

51

729

Tron

gsa

557

284

271

42

597

Tsira

ng65

71

369

319

46

735

Wan

gdue

Pho

dran

g1,08

93

564

520

53

1,14

0Zh

emgang

775

138

137

182

83

5Outsid

eBh

utan

86

9 53

31

2

95

tota

l28

,220

27

6 13

,889

12

,464

2,

344

28,9

73



1.8 Civil Servants by Super Structure

Of thefiveSuperStructures, theTechnicalServicehas thehighestnumberof civilservantswith11,352, followedbytheEducationServicewith10,004andthentheAdministrativeServicewith5,379.TheFinanceServicehas1,963civilservantswhiletheEX&ESServicehastheleastnumberwith275.

Chart6: Civil Servants by Super Structure

Note: One Executive was in Stand Alone Position

1.9 Civil Servants by Major Occupational Group

Of the19MajorOccupationalGroups (MOG), theEducationandTrainingServicesGroup has the largest number of civil servants with 9,343 while Arts, Culture &Literaryhasthelowestnumberwith78.AsshowninChart8,Education&TrainingServicesGroup,Administration&SupportServicesGroupandMedicalServicesGrouptogetheraccountformorethanahalfoftotalstrengthandhasbeenprimarydriveroftheCivilServicegrowth.



Chart7: Annual Education & Training Services and Medical & Health Services Group as a Proportion of Total Annual Recruitment

Chart8: Civil Servants by MOG



1.10 Recruitment and Separation

DuringJuly2017toJune2018,atotalof1,676civilservantswererecruitedwhile847wereseparated.Therewasanetincreaseof830civilservants.

Chart9: Trends of Civil Servants Recruited, Separated and Net Increase

Theannualgrowthrateofrecruitmentason30June,2018is10.28%.TherewasadeclineinthegrowthrateofannualrecruitmentinJune2018evenwiththeconstantdemand of manpower from the Agencies. The reason can be attributed to theproper assessment of structure and staffingplan, and also no ad-hoc recruitment(bulkrecruitment)likein2017.Asself-evident,therewasadramaticriseingrowthrateofrecruitmentinJune2017.Thereasonfortheincreaseingrowthratecanbeattributedtotheinclusionofallconsolidatedcontractemployeesandsinglewindowrecruitmentapproach.

Table11: Civil Servants Recruited and Separated by Gender

Position levelRecruitment Separation

female male total female male totalEX1 4 4 EX2 1 1 9 9 EX3 2 2 ES2 1 1 3 3 ES3 3 3 P1 1 5 6 7 66 73



Position levelRecruitment Separation

female male total female male totalP2 1 1 16 50 66 P3 1 1 36 59 95 P4 96 140 236 44 40 84 P5 295 306 601 44 49 93 SS2 3 7 10 SS3 5 33 38 SS4 10 11 21S1 41 55 96 20 40 60 S2 55 97 152 21 40 61 S3 12 21 33 9 16 25 S4 19 16 35 S5 172 174 346 24 42 66 O1 1 1 3 31 34 O2 25 13 38 4 11 15 O3 1 1 1 13 14 O4 22 140 162 2 34 36

total 720 956 1,676 268 579 847

Duringthereportingperiod,femalesaccountedfor42.95%ofthetotalrecruitmentintheCivilService.Forevery10females,13maleswererecruited.WhiletheCommissionrecognises thegendergap issue, the recruitment in theCivil Service is completelybasedonmeritocracy.Ontheotherside,forevery10femalecivilservants,22malecivilservantswereseparated.

1.11 extra-ordinary leave

A total of 504 civil servants availed Extra-Ordinary Leave (EOL) as on 30th June,2018.Sincethisaccountsforslightlylessthantwopercentofthetotal,thepopularperceptionthatalargenumberofcivilservantsavailEOLappearstobeunfounded.TheRCSCacceptsthatcivilservantswillcontinuetoavailEOL.Therefore,toaddressthedisruptionthataccompaniesitinasectorsuchaseducation,theRCSChasrationalisedandmadesimplertherecruitmentofsubstituteteachers.Although217civilservantsunderEducationandTrainingServicesgroupwereonEOL,itconstitutedonly2.32%of thetotalcivil servantsof thisMOG.Ontheotherhand,20civil servantsof theInformationCommunication&TechnologyServicesGroupavailingEOL,constituted5.38%of the total civil servantsunder thisMOG.Nocivil servanthadavailedEOLunderForeignServicesGroup.



Chart10: Percentage of Civil Servants on EOL by MOG



pARt 2 - Civil SeRviCe RefoRmS - ‘GooD to GReAt’

Inconsultationwiththecivilservantsacrossthecountry,theCommissionintroducedreforms infiveareastotaketheCivilServicefromonethat isgood,toonethat isgreat.Toensuresmooth implementation, theCommissionmadeconcertedeffortstomanagethetransitionphase,whichiscriticaltoanyreformprocess.Thereformshave now been institutionalised and embedded into the systemwith the revisedBCSR2018inforce.However,itwilltakesometimebeforepositiveimpactsarevisiblewhilesomechangeshavealreadyledtopositiveoutcomes.Thefollowingprovideanupdateonthestatusofimplementationofthefivereforms.

2.1 Organisational Development Exercise-Right Sizing

2.1.1 Organisational Development Exercise Coverage As of 30th June, 2018, the OD Exercise has been successfully completed in 48Agencies:10Ministries;14Agencies;20Dzongkhags,andfourThromdes.Currently,theODExerciseisongoinginNationalCommissionforWomenandChildren(NCWC)Secretariat.InconsultationwiththeRCSC,theinternalassessmentandrestructuringexercise(anabridgedODE)wasconductedtorationalisehumanresourceneeds inthefollowingautonomousAgencies:

1. Anti-CorruptionCommission(ACC);2. OfficeoftheAttorneyGeneral(OAG);3. CabinetSecretariat(CS);4. DratshangLhentshog(DL);5. BhutanNarcoticControlAgency(BNCA);6. RoyalInstituteofManagement(RIM);and7. BhutanInfoComandMediaAuthority(BICMA).

Since ODE has been conducted in almost all bigger and complex Agencies, theCommissionhasnofurtherplanstoconductthesameintheremainingsmallAgenciesunlessnecessary.Table12belowshowsthestatusofODExercise:

Table12: Summary of OD Exercise Conducted

Sl. no Agency oDe is Completed oDe is undergoing total1 Ministry 10 0 102 Dzongkhag 20 0 203 Thromde 4 0 44 AutonomousAgency 14 1 15* total 48 1 49*ACC,BAFRA,BICMA,BNCA,CS,DL,GNHC,JDWNRH,NEC,NLCS,NSB,OAG,RIM,TCBandNCWC



2.1.2 Status of Implementation of OD Recommendations (C1, C2 & C3)1

TheimplementationofODrecommendationsisprogressingwellinallODcompletedAgenciesincludingtherecentlycompletedODExerciseinNationalStatisticalBureau.However,sincetheODrecommendationspertainingtostructuralchangesincludingstaffing proposal in Bhutan Agriculture and Food Regulatory Authority (BAFRA)required further validation, the implementation of the OD recommendations hadbeenhalted.TheCommissionaskedBAFRAtomaintainDailyLogofActivities(DLA)foraperiodofoneyear.Havingcompletedoneyear,theCommissionanalysedtheDLAandonceagainreviewedandrationalisedtherecommendationsforimplementation.As reported in the previous Annual Report, all OD recommendations related tostructures (C3)asapprovedby theCabinethavebeen implemented,except thosewhichGovernmentdecidedtobeimplementedonlyinthe12thFYPorafterputtinginplacetheappropriatelegislationsandamendmentsofrelevantActs.Foreffectiveimplementation,theCommissioniscontinuouslymonitoringtheimplementationofothernon-structuralODrecommendations(C1&C2)whicharewithinthepurviewoftheRCSC/Agencies.

Table13providesasummaryoftheimplementationofODrecommendationsin48Agencies(10Ministries,14AutonomousAgencies,20DzongkhagsandfourThromdes).Ofthetotalof48ODcompletedAgencies,737(66%)wereC1recommendationswhile346(31%)and40(4%)wereC2andC3recommendationsrespectively.

Table13: Overall Summary of OD Recommendations

Number/PercentageCategory of recommendations

(%) Grand TotalC1 C2 C3

Number of recommendations 737 346 40 1,123

Percentage of recommendations 66% 31% 4% 100%

Ofthetotal1,123ODrecommendations,67%of therecommendationshavebeenalready implemented while 23% of the recommendations are in progress (ontrack). From the figure, 10% of the recommendations covering mostly HR issuesare implemented indirectly through strategic interventions such as Parent AgencyFramework, Staffing Plan for 2020, HR Competency Framework, HR capacitydevelopmentprogrammes,andBCSR2018.Table14representsthesummaryofODrecommendationsimplemented.

1C1 Recommendations relate to internal systems and processes of organisations that can be implemented by respective Agencies.C2 Recommendations relate to procedures and systems that are cross-cutting in nature and therefore require bilateral and multilateral consultations among Agencies to resolve issues.C3 Recommendations relate to changes in structure such as bifurcations or merger of departments, transfer of mandates, etc which require approval of the Government before they can be implemented.



Table14: Summary of OD Recommendations Implemented

Status of Implementation

Category of RecommendationsGrand Total

C1 C2 C3No % No % No % No %

Implemented 529 72% 186 54% 36 90% 751 67%Uner Progress 141 19% 118 34% 0 0% 259 23%Implemented Indirectly* 67 9% 42 12% 4 10% 113 10%

Grand Total 737 100% 346 100% 40 100% 1,123 100%*Implemented through various HR interventions especially through BCSR 2018

As per the SOPs for implementation of OD recommendations, all C3 ODrecommendationspertainingtocreation,abolishment,up-gradationoralterationoforganisationalstructures(departmentallevelandabove)inMinistriesandAutonomousAgenciesasapprovedbytheCabinethavebeenimplementedsuccessfully.Detailedimplementation status of the approved OD recommendations (C3) by Cabinet ispresentedinAnnexureII.

Duringthisreportingperiod,thefocuswasimplementationofODrecommendationsinLGs.Intotal,therewere297ODrecommendationsfromODExerciseof20Dzongkhags andfourThromdesaspresentedinAnnexureII.Ofthetotal297recommendations,249wereC1recommendationswhile therewereonly48C2recommendations. InLGs,100%oftheODrecommendationswereimplemented.TheimplementationofODrecommendationsinLGsarealsobeingmonitoredperiodically.

AnimportantoutcomeoftheODEisdeterminationofneed-basedstaffing.Since11th

FYP staffing is projectedtill 2020, theCommission is in theprocessof conductingstaffingplanfor12thFYPincludingdevelopmentofStaffingFrameworkandvariousHRstandards.However, likeinthe11thFYPstaffingplan,aproperconsultationwillbedonewithallAgenciestodetermineandrationalisehumanresourcesneedinthe12thFYP.Theprojectedstaffingtill2025willbethemainbasistoarriveat12thFYPStaffing.Fromthestaffingprojectionstill2025,theCommissionismorefocusedonmaintainingidealstaffingsizeinPMCtoensuresmoothcareerladderandsuccessionplanningasPMCiscriticalpoolforExecutiveSpecialistsandExecutives.AsreportedinearlierAnnualReport, thefinalised staffingplan ismadepublic and referred todetermine pre-service HR Development, competencymapping and building otherimportantrecruitmenttool.

2.1.3 OD Recommendations Dependent on Amendment/Enactment of Acts

ThefollowingthreemajorODrecommendationswereapprovedtobeimplementedonlyafterrevisingtheexistingActsorenactmentofnewones:

1. FormationofBhutanQualificationsAuthority(BQA);2. Renaming of Road Safety and Transport Authority (RSTA) - Ministry of



InformationandCommunications(MoIC)asDepartmentofSurfaceTransportandplacing itunderMinistryofWorksandHumanSettlements (MoWHS);and

3. DelinkingMiningRegulatoryFunctionfromtheMoEA.

TheRCSCcontinuestocloselymonitortheAgenciesresponsibleforimplementationof the above OD recommendations. From the implementation progress reportsreceived,theDAHE,MinistryofEducation(MoE)togetherwiththeDepartmentofOccupationalStandard(DoS),MinistryofLabourandHumanResources(MoLHR)aretakingleadroleindraftingtheBhutanQualificationsAuthorityBill.Further,theRCSCwill revisittherecommendation,pertainingtorenamingoftheRSTAandplacing itunderMoWHS,inlightofdiscussionsonSustainableTransportPolicy.TheMoEAhasalsoinitiatedtheamendmentoftheMinesandMineralManagementAct1995fordelinkingtheminingregulatoryfunctionsfromMoEA.

2.1.4 OD Recommendations approved for 12th fyp

TheODrecommendationsthatwereapprovedforimplementationonlyduring12th FYP includerestructuringofMoLHRandMoEAto formMinistryofTrade, IndustryandEmployment(MoTIE)&MinistryofEnergyandMinerals(MoEM),whichincludetransferofoffices(DoT,DoI,DCSI,IPandOCP)fromMoEAtoMoLHR.Accordingly,anumberofissuesintheexistingMoEAcouldbeaddressedonlyinthe12thFYP.TheserecommendationsweremademainlytosynchronisediversemandateoftheMoEAleadingtolossoffocusontradeandindustrysectorswhileontheotherhand,suchsectorsformingpartoftheMoLHR,shouldleadtobetteralignmentofthecountry’seconomicprospectsandgainfulemployment.

2.1.5 OD Recommendations - Local Government Common Framework

TheHuman Settlement Sector, one of the two new sectors proposed under LGCFwasapprovedbytheCabinetinits149th Lhengye Zhungsthog,andwasconveyedtoRCSCviaC-3/149/830dated12January,2018.ThehumansettlementmandatehasbeensegregatedfromtheDzongkhagEngineeringSectorandafull-fledgedHumanSettlementSectorisestablishedinallDzongkhags.

TheMinistryofHomeandCulturalAffairs(MoHCA)hassubmittedtherecommendationregarding the mandates of Local Government (LG) with respect to coordinationissuebetweenDzongkhagAdministrationandRoyalBhutanPoliceandcoordinationbetween Dzongkhags, Central Agencies, Regional Offices, Dzongkhag Tshogdue,Gewog Tshogde, and Thromde Tshogde to the Cabinet, subsequent to the LGCFsubmittedbyRCSCaspartoftheODrecommendationtotheCabinet.TheCabinetrecentlyvideC-3/163/982dated12July,2018approvedtheLGCF.TheLGCFapprovedbytheCabinetistheLGCFrecommendedjointlybyMoWHSandMoHCA.



The LGCF will bring about uniformity in the mandates, structures and reportinghierarchyofLGs.

2.1.6 Selected OD Recommendations Piloted

i. Dzongkhag Trade and Industry Offices (DTIOs)

Inkeepingwiththeobjectiveofpromotingdecentralisationandtakingpublicservicescloser to the people and creating greater synergy in the work of theDzongkhag Administration, MoEA and RCSC piloted the setting up of Dzongkhag Trade andIndustryOfficeinTrashiyangtseandSamtseDzongkhagsforaperiodofoneyearwitheffectfrom1stMarch,2017-28thFebruary,2018.Subsequently,amid-yearandafinalreviewofthepilotexperiencewascarriedout.ThereviewshowedthattheDTIOshadbroughtsomeservicesclosertotheclientsbutontheotherhandtheywerestillrequiredtovisitotherregionalofficesforotherservices.Further,thegapinprovidingleadoneconomicdevelopmentintheDzongkhagstillremainedunaddressed.

Based on the findings,MoEA submitted a proposal for post creation of an officertospearhead theeconomicdevelopment ineachDzongkhag.Themandateof theEconomic Development Officer (EDO) is to promote economic development byaligningandco-ordinatingtheDzongkhag’sdevelopmentplanstopromotebusinessand employment. EDO will co-ordinate and facilitate the Priority Sector Lendingprogrammeandotherbusinesspromotionschemesincludingtourismproductsandservices.Thefirstbatchof10EDOsisbeingrolledoutandtheirservicescanbeavailedshortly.

ii. iCt Cluster

OneofthekeyfindingsoftheODreportwastheunderutilisationofICTpersonnelinDzongkhags, ThromdesandRegionalOffices.Toaddressthis,ICTclusterswerepilotedinGelephuThromdeandMongarDzongkhagforaperiodofoneyearwitheffectfrom1October,2016to1November,2017.DuringthereviewmeetingonpilotICTclusterswithallthekeystakeholders,thefeedbackfromtheICTstaffinthetwoclustershasbeenpositiveastheystatedthattheyareengagedintheirtechnicallineofworkandthereisanincreasedlearningandinnovationinICT.However,forAgenciesreceivingtheICTClusterservices,therewereafewissuesontimelyservicedelivery.Inordertoaddressthis,theDITThasdevelopedaSOPdetailingouttheprocessesof:availingservicesofthecluster,timelineforservicedelivery,andprotocolforcommunication.Withthisexperience,itisagreedwithallstakeholdersthatICTclusterwillberolledout toallDzongkhags andThromdes inaphasedmannerbeginningwithGelephuThromde andMongarDzongkhag.The ICTClusterwillalsoprovide ICTservices toAgencies/institutions like schools, and standaloneofficeswhichpreviously didnothaveICTpersonnel.



iii. Revenue intelligence unit (Riu) at Department of Revenue and Customs (DRC)

TheRevenue IntelligenceUnitwaspiloted inDRC,MinistryofFinance(MoF),withtheobjectivetoensureminimalrevenueleakageintermsoftaxesanddutiesatalllevels. Itwaspiloted foraperiodofoneyearwitheffect from27December2016tillDecember,2017.TheRCSCinconsultationwithDRC,MoFreviewedthepilotedoutcomesofRIUandupgradeditintoaDivision.TheCommissionishopefulthatRIDcanaddvalueinfindingwaystoeradicatetaxrelatedissuesaswellastaxevasion.

2.1.7 Agencies Delinked

i. Delinking of Bhutan Health Trust Fund from the Civil Service

Bhutan Health Trust Fund (BHTF) was established under the Royal Charter 2000towards promoting sustainability in the primary healthcare delivery. The BHTFattainedthetriggertarget(USD24M)foroperationalisationofthefundin2010butbeganfulloperationin2014only.Sincethen,ithasbeenplayingasignificantroleinfinancingforessentialdrugs.InkeepingwithitsRoyalCharter,theBHTFwasdelinkedfromtheMinistryofHealth(MoH)videtheCabinetOrderNo.C-3/92/169dated25December,2015.

Further, the RCSC received a proposal from BHTF to be delinked from the CivilServiceinkeepingwithdecisionofBHTFBoardwhichresolvedtoestablishBHTFasaself-sustainingentityinkeepingwiththedecisionofaspecialmeetingoftheBHTFManagementBoardheldon19July,2017.Further,theRCSCalso learntthatBHTFfunctioningasa self-sustainingentitydelinked from theCivil Service isoneof theconditionssetbytheAsianDevelopmentBankforthereleaseofagrantofUSD10M.TheCommissionreviewedtheproposalandinlightoftheRoyalChartersupportedthedelinking.However,whiledeliberatingonthedelinkingproposalofBHTFfromthe Civil Service, the Commission expressed concerns on the composition of theBoardandproposedtoincluderelevantprofessionalsintheBoardandthemembersshouldelecttheirchairpersonaspertheRoyalCharter.Theseconcernsandproposalswere communicated to the theBHTFmanagement. Further, theRCSCaskedBHTFSecretariattoprocessfordelinkingofBHTFwiththeCabinet.

2.2 Bhutan Civil Service System

2.2.1 Bhutan Civil Service Rules and Regulations

TheBCSR2018was launchedon1st January2018and iseffectivefromthe launchdate.TheBCSR2018involvedconsultationswithover3,380civilservants,notonlycivilservantsservingintheMinistriesandothercentralAgenciesinThimphubutalsothoseinthe20DzongkhagsandthefourThromdes.RCSCalsoreceived680onlinefeedbackfromcivilservants.



ThefiveareasofreformsarecapturedintheBCSR2018intheformofregulations.Inaddition to the reforms, changesbywayof improvements toexisting rulesandregulationshavebeenmade,wherenecessary.Forinstance,someofthekeychangesare:

1. BCSR 2018 has four new additional Chapters: Well-being Services,International Volunteer Programmes, Executive & Specialist and HumanResourceCommittee;

2. Civil servants shall sign the Civil Service Values and Conduct Form onappointmentintotheCivilService;

3. AnycommunicationrelayedbyacivilservantinsupportoroppositionofapoliticalpartyoracandidateshallbetreatedaspoliticaladvertisingandindirectviolationofCivilServiceValuesandConduct,ifallegedandproven;

4. ForanyrecruitmentintoCivilService,aselectedcandidateshallsubmitdrugtestreportpriortoappointment;

5. Civilservantsinsub-levels,includingthoseoncontractshallbeentitledforallowance andbenefits such as TA/DA,mileage, transportation chargeofpersonaleffects,houserentallowanceandprofessionalallowancepeggedtotheposition;

6. Doingawaywiththerule limitingsalarysupporttocivilservantson long-termtraining(LTT)beyond36monthsbutaccompaniedbyamorestringentserviceobligation so that theRGoBalsoobtains a good returnon itsHRinvestment.Thereisnopro-ratabasisforfinancialobligation;

7. Acivilservantshallbeeligibleforleave(actualdatesoftravelandscheduledprogramme) to participate in open selection/interview, to appear BCSE,competition/LTTbutshallnotbeentitledforTA/DA;

8. Medicalleaveiscappedtomaximumof36monthsfortheentireservice;9. A civil servant shall not avail EOL for full-time employment and/or

consultancythatconflictswithone’sCivilServicerolesandresponsibilitiesorbeemployedby/forRGoBworksandproject;

10. Allcivilservantsarerequiredtosubmitthe“AnnualPerformanceAppraisal(IWPandCompetencyBehaviour)”throughMaXonlinesystem;

11. TheHRCof theParentAgencyare required todevelop transferguidelinewhichistransparent,fairandalignedtotheprovisionoftheBCSRandshallbeendorsedbyRCSC;

12. Alternative Dispute Resolution (ADR) is introduced towards addressingemployee misconduct/other related issues using method other thandisciplinary inquiry.ADR inCivil Servicecanbe in the formofMediation,Counseling,Guidance,Training,andotherrelatedareas;and

13. A civil servant who has completed tenure as a Government Secretaryprior to attaining superannuation age orwhen appointed asMember ofConstitutionalOfficewillbeeligibleforEarlyRetirementScheme(ERS).

BCSR 2018 is expected to bring about greater transparency, professionalism andmeritocracyintheRoyalCivilServiceandthereby,strengtheninginstitutionalcapacityofRCSCandAgenciestoaddressHRmattersmoreeffectivelytowardsservingtheTsa-Wa-Sum.



TheCommissionfacedchallengeswhileimplementingsomeoftherevisedprovisionsofBCSR like inthecase ofSection16.6.3(undernote)ofBCSR2018whichstates“for civil servants in sub-levels, allowance and benefits (such as TA/DA, mileage,transportation charge of personal effects, house rent allowance and professionalallowance)shallbepeggedtothepositionandnotthesalary”,whereinMinistryofFinancecontestedtheprovisionandsoughtclarificationfromOfficeoftheAttorneyGeneral.TheOfficeoftheAttorneyGeneralclarifiedthatthere isno inconsistencyinthePayRevisionNotification2014andtheBCSR2018onTA/DA.OnHouseRentAllowance(HRA),theOAGclarifiedthatthePayRevisionNotification2014providesHRAat20%ofminimumsalary,whichisalsobasedon“position”whiletheSection16.6.3oftheBCSR2018providesforpositionbasedHRA.However,theOAGopinesthatpositionbasedismoreconsonancewithpolicyforequalpayforworkofequalvalue,therefore,requirementtopay20%oftheminimumoftherevisedpayscalefixedbytheParliamentcannotbevitiated.

TheRCSCandtheACCinitiatedtohaveanunderstandingthatallcasespertainingtoadministrativeinnatureshallbeforwardedtotheRCSC.

Further,tosupporttheCommissionintheuniforminterpretationoftheBCSR2018and to provide timely clarification, the Commission formed “BCSR Committee”comprisingmembersfromRCSC(HRMD,HRADandLegalServices),MoFandMoFA.

2.3 Succession planning and leadership Development

ThesectionsrelevanttotheExecutivesandSpecialistsintheBCSR2012werespreadacrossallChaptersandsowastheHRManagementandDevelopmentactivitiesforthisgroup.Therewasnofocusonthiscriticalgroup,untiltheestablishmentofExecutiveManagement Division on September 14, 2014. Therefore, a separate dedicatedChapter (Chapter 26) on Executives and Specialists is included in the BCSR 2018,which coversAppointment, Promotion, Transfer andSeparation for theExecutivesandSpecialists.Further,theDivisioninitiallycreatedtocatertoExecutiveswillalsocatertotheSpecialistsmanagementanddevelopment,andaccordinglytheDivisionisrenamedastheExecutiveandSpecialistManagementDivision.

OneofthecriticalfindingsforthisreportingperiodwaswithregardtotheExecutives’LeadershipFeedbackScorefromtheonlinesystemasitisthesecondyearfromitsinitiallaunchon24August,2016.TheLeadershipCapabilityFramework(LCF)whichdescribeswhatcapabilitiesarerequiredinacivilservantholdingleadershippositionandthebehaviorthattheleadermustportrayformsthebasisfortheonlineLFS.Thecomparativescoresfor2015-16and2016-2017areshowninChartbelow.



Chart11: Average Score by Position Level

Chart12: Average Score by Five Leadership Capabilities

[Capability1,AbilitytoShapeStrategicView,Capability2:AbilitytoAchieveResult,Capability3,AbilitytoCultivateProductiveWorkingRelationship,Capability4,AbilitytoExemplifyPersonalDrive,andCapability5:AbilitytoCommunicateEffectively]

Outof155Executives intheCivilService,139Executivesreceivedonlinefeedbackwiththefollowingdistributionofscores.

Table15: Distribution of Online Feedback Scores of Executives

Score scale Number of Executives3.00-4.00[outstanding] 812.00-2.99[Verygood] 571.00-1.99[Good] 1<.99[Needsimprovement] 0



For the FY 2016-17, the Agency scores was used as the quantitative aspect ofperformanceforP1andabove.AChiefofDivisionaspiringtositforopencompetitiveselectionfortheExecutivepositionshouldscoreaminimumof“VeryGood”tobeeligibleforshortlisting.Onlyonecandidatewasnotshortlistedbasedonthiscriterionduringthereportingperiod.

Structured conversation based on LFS Scores between Executives and Chiefs ofDivisionsisalsointroduced.

TheLFSisbasedontheLCFwhichismadeupofthefiveleadershipcapabilitiesandthe82behavior indicators.Oneof thekeyobjectives for introducing the LFS is tofosteracultureofprovidingandreceivingfeedbackthroughaformalchannel,basedon thewisdomthat theonlyway tokeep learningandgrowing is tobeopenandresponsivetofeedback.TheLFS,whichcomplementsthequalitativeassessmentoftheperformanceofChiefofDivisionsandExecutivesthroughtheMaX,willensurethatCivilServiceinstitutionsdonotonlydeliverresultsbutareabletosustainsuchperformanceintothefuturebyhelpingtostrengthenesprit-de-corpandengagement.TheLFSwas launchedwitheffect from24August,2016andasofnow,LFSscoresofthepasttwoFYs,2015-16and2016-17,havebeencollected.WhiletheresponsetotheLFSintermsofcomplianceandprovidingithasbeengood,therealbenefitsof the systemwill accruewhen it is used as an instrumentof change for positivedevelopment of individuals through periodic discussions of the scores andidentification of strengths and weaknesses. Therefore, in order to meet the truepurposeoftheLFS,whichistoensurethatcivilservants inpositionsof leadershipreceivefeedbackfromtheirsubordinates,peersandsuperiorsandmoreimportantly,holddiscussionsatleastonceayeararoundtheLFS,theCommissionduringits129thCommissionMeetingheldon17April,2018directedthatExecutivesshouldschedulesessionsonLeadershipFeedbackScoresasthereferenceforstructuredconversationbetween the Executives, and between the Executives and the Chief of Divisions.Towardsthisend,ExecutiveswillnowbeabletoviewtheirownLFSaswellastheLFSofExecutives/DivisionChiefsreportingtothem.ThestructuredconversationbasedontheLFSscorewillbeanannualevent.Everyyear,afterthedeadlineforprovidingfeedbackisclosed,respectiveAgencieswillhavetoschedulethediscussionsessionforeachExecutive/ChiefofDivisionindividually.

All civil servants involved in this activity, whether as providers of feedback ordiscussantsaretolookuponfeedbackasapositivemechanismtoimprovetheabilityofcivilservantsinpositionsofleadership,andtherebymeetingtheaspirationsoftheKing,CountryandPeople.Feedbackiscriticaltolearningandgrowingforcontinuousimprovementandthebestantidoteagainstcomplacency.Recommendedguideforthestructuredconversationwasalsodevelopedandshared.

In addition, the Commission deliberated on the issue of lack of clarity aswell asadequacy of perks and entitlement of the Executives. This was discussed duringthebilateralmeetingwithMoFheld onApril 11, 2018. The samewas also raisedrepeatedly by the Executives and Specialists during forums such as the Executive



ForumsandExecutiveRoundtableaswellasinformally.Sincethen,theCommissionnotedthat,thereiscurrentlynoclarity/uniformityontheperksandbenefits,frompoolvehiclestotravelclass,etc.Therefore,asanefforttoputallthesetogetherandalso to ensure that such perks and benefits are provided in a systematicmanner,theCommissiondirectedExecutivesandSpecialistsManagementDivision(ESMD)towritetotheMinistryofFinancetosharewhateverithasintermsofperks&benefitsforindividualsorforHeadsofAgencies,suchaspoolvehicles,alongwiththerelevantrules, regulationsorexecutiveorders. TheRCSC iscurrently liaisingwith theMoFandwillworkondevelopingacomprehensiveproposalonExecutiveandSpecialistentitlementsandsubmittocompetentauthorityforreviewandapproval.

2.3.1 Executives and Specialists Management

AspartofExecutiveHRDevelopment initiatives, the initiativesarereportedasex-countryandin-countryleadershipprogrammes.

2.3.1.1 ex-country leadership Development programmes

Atotalof36executivesweresentforex-countrytraining,whichis26.28%fromthetotal executives eligible for training. The ex-country leadership programmes areimplementedwiththeassistancefromtheAustraliaAwards,AustrianDevelopmentCooperationandRGoB.TheExecutive&SpecialistManagementDivisionendeavourstofindhighlyrelevantandreputedcoursesthatcanbenefittheRGoB.

Duringthisreportingperiod,thefollowingeightex-countryLeadershipDevelopmentProgrammeswereimplemented.

i. Strategic leadership and foresight, Civil Service College, Singapore, Singapore Cooperation Programme scheduled from 14-18 August, 2018

ThecourseonStrategicLeadershipandForesight,CivilServiceCollegewasorganisedby the Singapore Cooperation Programme from August 14-18, 2018. WangchukThaye,ExecutiveSecretary,PhuentsholingThromdeattendedthecourse.Otherthanairfare,allothercostswerebornebytheSingaporeGovernment.

ii. high impact leadership, ie Business School, madrid, Spain scheduled 29 november - 1 December, 2017

AstheCommissionidentifiesonlythetop-notchinstitutionsforex-countryLeadershipTraining, IE Business School, Madrid, Spain was identified and the following fourExecutivesweresenttoattendacourseonHighImpactLeadershipScheduledfromNovember29-December1,2017.



1. JambayWangchuk,Dzongdag,DzongkhagAdministration,Lhuentse2. TenzinThinley,Dzongdag,DzongkhagAdministration,Paro3. ThujiTshering,Dzongdag,DzongkhagAdministration,Trashiyangtse4. HarkaSinghTamang,DzongkhagAdministration,Trashiyangtse

Thetrainingexpenseswerecoveredunder theAustrianDevelopmentCooperationsupport.

iii. Women in leadership Development programme (WelDp) SCA AAS, 4-15 December, 2017

Considering the need to build capacity of the Leaders in the Civil Service andlimitedRGoBfund, theCommissionexploredprobabilityofsupport forshort-termcourse from the Australia Awards Scholarship. Accordingly, based on the conceptpaper submittedby ESMD, support for 16 Executives for LeadershipDevelopmentProgrammeinAustraliawasapprovedbytheAustralianGovernment.

A teamof nine Executives and sevenChiefs ofDivisions ledby theCommissionerKesangDekiattendedthecourseonWomeninLeadershipDevelopmentProgramme(WELDP) SCA AAS scheduled from 4-15 December, 2017. The course required atleast 80% to be female participants. As of now, there are only 13 females at theExecutivepositionsandtherefore, theCommissionnominatedsevenfemales fromtheP1pooltoattendthecourseasaninitiativetogroomfemalemanagersfortheExecutivepositions.ListofExecutivesandChiefsofDivisionswhoattendedthecourseisattachedasperAnnexureIII.

iv. Temasek Foundational International Health Care Executives, 15-19 January, 2018

Consideringthecriticalityofimprovinghealthservices,theRCSChasputinconcertedeffortstogroomspecialistsholdingmanagementpositionstoenhanceservicedeliveryinhospitals.Therefore,asanopportunity toenhance their leadershipcapabilities,the following health official attended the forum entitled “Temasek FoundationInternationalHealthCareExecutives”from15-19January,2018:

1. Dr.UgenDophu,Secretary,MinistryofHealth2. Dr.GosarPemba,MedicalSuperintendent,JigmeDorjiWangchuckNational

ReferralHospital3. Dr. Tapas Gurung, Medical Superintendent, Gelephu Central Regional

ReferralHospital4. Pelden Wangchuk, Medical Superintendent, Mongar Regional Referral

Hospital

ThetrainingexpenseswerecoveredunderthesupportoftheAustrianDevelopmentCooperationProject.



v. Government in Business, Lee Kuan Yew School of Public Policy, Singapore, 19-23 march, 2018

GovernmentinBusinessisoneofthenewcuttingedgecoursesforExecutivesholdingleadership positions which aims at creating awareness on the changing roles ofpublicsectorandtheneedtocomeupwithproactivepublicpoliciesbyExecutivestomanagetheemergingpublicissueseffectively.ThecoursewasorganisedbyLeeKuanYewSchoolofPublicPolicy,Singaporefrom19to23March,2018andwasattendedbythefollowingExecutivesandledbyCommissionerIndramanChhetri,RCSC:

1. LobzangDorji,Director,CabinetSecretariat2. Karma Wangchuk, Director, Department of Air Transport, Ministry of

InformationandCommunications3. Dawala,DirectorGeneral,DepartmentofNationalProperties,Ministryof

Finance

vi. public Service: 2030 and Beyond, April 9-13, 2018

ThePublicService:2030andBeyondwastimelyforRCSC inpreparing its12thFYP,given its relevance. Therefore, Tashi Pem, Director, RCSC attended the course onPublicService:2030andBeyondscheduledfrom9-13April,2018undertheSingaporeCooperationProgrammeorganisedbytheUNDP.ThecostofofairfarewascoveredundertheRGoB.

vii. Behavioral Insights and Public Policy at Lee Kuan Yew School of Public Policy from may 28 to June 1, 2018

ThecourseonBehavioralInsightsandPublicPolicyatLeeKuanYewSchoolofPublicPolicy under the RGoB funding was attended by the following Executives led byCommissionerLhendupWangchukfromMay28toJune1,2018:

1. ChekeyGyeltshen,Dzongdag,DzongkhagAdministration,Trashigang2. Phuntsho,Dzongdag,DzongkhagAdministration,Pemagatshel3. Tharchin Lhendup, Dzongdag, Dzongkhag Administration, Samdrup

Jongkhar viii. Capacity Building for Local Activation through Gangwon Province’s Saemaul

Udong” organised by the Korean International Cooperation Agency (KOICA) from 21 June to 7 July, 2018

ThenewlyappointedDzongdags:PassangDorji,Dzongdag,DzongkhagAdministration,Bumthang and Dorji Tshering, Dzongdag, Dzongkhag Administration, Thimphuattendedthetrainingon“CapacityBuildingforLocalActivationthroughGangwonProvince’s Saemaul Udong” organised by the Korean International CooperationAgency(KOICA)from21Juneto7July,2018.TheadditionalcostswerecoveredundertheAustrianDevelopmentCooperationsupport.



2.3.1.2 in-Country leadership Development programme

i. Bhutan Executive Services Training

Bhutan Executive Services Training (BEST-6)was scheduled from5 February to 10March, 2018. BEST-6 incorporated a new component this year on Search InsideYourself–Mindfulness&EmotionalIntelligence.Theprogrammeprovidedabroadunderstandingoftheneurosciencesupportingmindfulnessandemotionalintelligenceandexploredemotionalintelligencecapacitiessuchasself-awareness,self-regulation,motivation,empathyandleadership,punctuatedbyseveralpracticalexercises.Thetwo-dayprogrammewasoriginallydevelopedatGooglewiththecoreobjectiveofimprovingfocus,empathyandresiliencetoharnessateam’sfullpotential.Feedbackreceived from theparticipantswerepositive.The listofExecutivesandSpecialistswhoattendedBEST-6isattachedasAnnexureIV.

ii. Executive Forum (ExFo)

TheExecutiveForumthisyearwasscheduledfromJanuary22-23and25-26,2018.The theme adopted for this year Forum was “Civil Service Leadership” and wasattendedby 43 Executives, the largest participation todate, indicating Executives’realisationonthepurposeoftheExecutiveforumandthevalueitaddsinnetworkingandsolvingissuesofcommoninterestcollaboratively.

The agenda discussed in the Forum were Apolitical Civil Service, GovernmentPerformance Management System, learning from the implementation of MaXframeworkandwayforward,LeadershipFeedbackScore,eGov,andopenfeedbacksessions. During the ExFo, it was noted that the challenges and apprehensionsExecutiveshadduringtheinitialperiodwereaddressedandanyadditionalconcernsweresortedthroughtheexperiencesharingamongsttheExecutivesthemselves.OneofthekeyoutputsofExFo2018isthattheAgenciesledbytheconcernedExecutivesarerequiredtoprepareastandardpresentationontheirrespectiveorganisations.

iii. Executive Roundtable (ERT)

AstheobjectiveoftheExecutiveRoundtableistoprovidesimilarplatformliketheExFofortheExecutiveswhoaresecondtierintheirAgencies,agendasimilartoExFowas used for discussions. The Executive & Specialist Management Division, RCSCorganisedone-dayExecutiveRoundtable2018attheChunidingResort,Serbithang.TheExecutiveRoundtablewasattendedby46Executives.TheareasdiscussedcoveredLeadershipFeedbackSystemscore,Executive’sroleinAPA/APT,learningfromthefirstModEx,CompetencyFramework,roleofExecutivesinHRCandkeychangesinBCSR2018.



2.3.1.3 Executives Promoted, Appointed and Separated

i. Executives Appointed

1. Chencho Norbu, Secretary for National Environment Commission isappointedastheSecretaryfortheMinistryofWorksandHumanSettlementwitheffectfrom23April,2018

2. DorjiTshering,DirectorforDepartmentofOccupationalStandards,MinistryofLabourandHumanResourcesisappointedastheDzongdag,Dzongkhag Administration,Thimphuwitheffectfrom23April,2018

3. PasangDorji,ExecutiveSecretaryforThimphuThromdeisappointedastheDzongdag, DzongkhagAdministration,Bumthangwitheffectfrom23April,2018

4. Phub Tshering, Dzongdag, Dzongkhag Administration, Bumthang isappointedastheConsulGeneral,RoyalBhutaneseEmbassy,Guwahatiwitheffectfrom15February,2018

ii. Executives Appointed through Open Competition

Table16:Appointment of Executives through Open Competition

Sl. no name Position

titlePosition

level Agency Date of Appointment

1 KinleyGyeltshen Director EX3A

OfficeoftheDirector,DirectorateServices,MinistryofEducation

15-Sep-17

2 KarmaDupchuk Director EX3A

DepartmentofEngineeringServices,MinistryofWorks&HumanSettlement

15-Sep-17

3 NorbuWangchuk Director EX3A

DepartmentofTechnicalEducation,MinistryofLabour&HumanResources

1-Dec-17

4 TougayChoedup

ExecutiveSecretary EX3A

OfficeoftheExecutiveSecretary,SamdrupjongkharThromde

1-Dec-17

5TenzinRondelWangchuk

Director EX3ADepartmentofMultilateralAffairs,MinistryofForeignAffairs

15-Jan-18

6 KarmaDupchu Director EX3A NationalCentrefor

HydrologyandMeteorology 15-Jan-18



iii. Executives Transferred with/without Promotion

Table17:Transfer of Executives with/without Promotion

Sl. no name Position Title Position

level Agencytransfer Effective

Date

1 DomaTshering

Ambassador(III) EX3A MinistryofForeignAffairs,

PMB,NY 1-Sep-17

2 KinleyWangdi Director EX3A Directorate,Ministryof

ForeignAffairs 1-Aug-17

3 PemaL.Dorji

Dy.PermanentRepresentative EX3A

DepartmentofImmigration,MinistryofHome&CulturalAffairs

15-Jul-17

4 Tenzin Director EX3ADepartmentofRoads,MinistryofWorks&HumanSettlement

1-Jul-17

5KunzangChodenNamgyel

Ambassador(II) EX2A DepartmentofProtocol,

MinistryofForeignAffairs 15-Aug-17

6 SonamDawa

DirectorGeneral EX2A

DepartmentofMedicalandHealthInfrastructure,MinistryofHealth

1-Sept-17;Transferredwithpromotion

7 KarmaTsering

DirectorGeneral EX2A

DepartmentofDisasterManagement,MinistryofHome&CulturalAffairs

1-Sept-17;Transferredwithpromotion

iv. Executives Separated

a. Superannuation

1. Chhador Wangdi, Director/EX3 A, Department of Disaster Management,MinistryofHome&CulturalAffairssuperannuatedwitheffectfrom23July,2017

2. Yeshey Dorji, Former Secretary,MoFA/EX1 A, interim-transfer with RCSCsuperannuatedwitheffectfrom15August,2017

b. Voluntary Separation

1. Dr.UgyenTshewang,DirectorGeneral,OfficeoftheConsumerProtection,MinistryofEconomicAffairsundertheEarlyRetirementSchemewitheffectfrom1November,2017



2. Tshewang Rinzin, Dzongdag, Dzongkhag Administration under the EarlyRetirementSchemewitheffectfrom15January,2018

2. Dr.PhuntshoNamgyel,Director,InterimtransferwithRCSCundertheEarlyRetirementSchemewitheffectfrom1April,2018

4. KinzangWangdi,CabinetSecretary,CabinetSecretariatwitheffectfrom28April,2018

5. LungtenDorji,DirectorGeneral,DepartmentLocalGovernance,MinistryofHome&CulturalAffairsunderEarlyRetirementSchemewitheffectfrom15May,2018

6. Harka Singh Tamang, Dzongdag, Dzongkhag Administration, ZhemgangundertheEarlyRetirementSchemewitheffectfrom1June,2018

7. SonamRinchenDzongdag,DzongkhagAdministration,TrongsaunderEarlyRetirementSchemewitheffectfrom1June,2018

8. DorjiNorbu,DirectorGeneral,NationalLibraryandArchivesDivisionundertheEarlyRetirementScheme,MinistryofHomeandCulturalAffairswitheffectfrom1June,2018

c. Other type of Separation

AsperSection20.3.2.1.(e)ofChapter20onSeparation,BCSR2018,NgawangPem, Dzondag, Dzongkhag Administration, Tsirang, was separated under theEarly Retirement Scheme upon appointment as the Commissioner for Anti-CorruptionCommissionwitheffectfrom23April,2018.

2.3.1.4 Specialists

i. Specialists promoted

Table18:Promotion of Specialists

Sl. no Name/EID/PT/PL/Agency promoted to

Position Title/LevelJuly 1, 2017 Promotion

1 JambayGyeltshen(9801088),ProgrammeDirector(P1A)NFFDP,Bumthang,DoL,MoAF SpecialistIII/ES3A

2 Dr.RatnaBdrGurung(9603028),PrincipalLivestockHealthOfficer(P1A)NCAH,Serbithang,DoL,MoAF SpecialistIII/ES3A

3 LhapDorji(9901076),ProgrammeDirector(P1A),RDCWengkhar,DoA,MoAF SpecialistIII/ES3A

4KesangTshomo(9604100),PrincipalAgricultureOfficer(P1A),NationalOrganicProgram,Semtokha,DoA,MoAF

SpecialistIII/ES3A

5 Dr.Thinley(8408020),SpecialistII(ES2A),NPPC,Semtokha,DoA,MoAF SpecialistI/ES1A



Sl. no Name/EID/PT/PL/Agency promoted to

Position Title/Level

6 KarmaNidup(9901024),Sr.Lecturer(P1A)Dept.ofInformationandCommunicationTechnology,RIM SpecialistIII/ES3A

7 Dr.KarmaTobgyel(9304063),SpecialistIII(ES3A)Dental,Dept.ofClinicalServices,JDWNRH SpecialistII/ES2A

8 JigmeYangtse(9006014),PrincipalI(P1A),JigmeSherublingCentralSchool,TrashigangDzongkhag Principal/ES3A

9SonamChhogyel(9208106)PrincipalI(P1A)GongzimUgyenDorjiHigherSecondarySchool,Dzongkhag Administration,Haa

Principal/ES3A

January 1, 2018 Promotion

1Dr.VijayRaika(9411039),PrincipalLivestockHealthOfficer(P1A),NCAHSerbithang,DepartmentofLivestock,MinistryofAgriculture&Forests

SpecialistIII/ES3A

2

DungtshoUgyenWangchuk(9901030),DrungtshoTsho-zin,NationalTraditionalMedicinesHospital,DepartmentofTraditionalMedicineServices,MinistryofHealth

SpecialistIII/ES3A

3 PaldenTshering(9011034),Head(P1A),JigmeWangchuckPowerTrainingInstitute,Dekiling,MoLHR SpecialistIII/ES3A

4 IchharamDulal(8404056),SpecialistIII(ES3A),Dept.ofEngineeringServices,MoWHS SpecialistII/ES2A

5Dr.TashiDendupWangdi(9801017),SpecialistIII(ES3A),Surgery,DepartmentofClinicalServices,JigmeDorjiWangchuckNationalReferralHospital

SpecialistII/ES2A

6Dr.TezKumariSharma(8810047),SpecialistES3A(Dermatologist),JigmeDorjiWangchuckNationalReferralHospital

SpecialistII/ES2A

7PemTshewang(8709054),ChiefHROfficer(P1A),CivilServiceExaminationDivision,RoyalCivilServiceCommission

SpecialistIII/ES3A

ii. Specialists Separated

a. Superannuation1. SangayTenzin,Specialist III/ES3A,SecondarySchoolExaminations

Division, Bhutan Council for School Examination and Assessmentwitheffectfrom4March,2018



b. Voluntary Resignation

1. Dr. Phurb Dorji, Specialist II/ES2 A (Gynecologist), Jigme DorjiWangchuckNationalReferralHospitalwitheffectfrom31December,2017

2. Bhim Raj, Specialist III/ES3 A, DAMC, Ministry of Agriculture &Forestswitheffectfrom1April,2017

2.3.1.5 Chiefs of Divisions/P1A recruited through Open-Competition between July

2017-June 2018

During this period, 38 P1 (Chiefs) were recruited through Open Competitionacross the Civil Service. Comparing recruitment against all superstructure groups,Administration Service has the maximum Chiefs recruitment followed by FinanceService.Towardsfairer,faster,betterandcheaperservicedelivery,RCSChasinitiatedpaperlessendorsementof selection results. Insteadof sendingdocuments inhardcopies,AgenciescanemailthecopiesofrequireddocumentsforRCSC’sendorsement,processinCSISandgetinstantresponsefromtheRCSC.

Until recently, the ESMDguided theAgenciesduring recruitment and selectionofChiefs,however,mostAgenciesarenowabletocarryouttheentirerecruitmentandselectionprocessesontheirown.ForthoseAgencieswherethereisnoHROfficer,theESMDassiststheAgenciestoshortlistthecandidatesandconductinterview.

OneofthekeychallengeswhilerecruitingChiefsismakingpositionsinallAgenciesequallyattractive,sothatthepoolforChiefsareequallycompetent.SomepositionsinAgenciesdonotgetapplicants, limiting thecompetentpool for such importantrecruitments,astheP1arethepoolfortheExecutivePositions.However,toensurepropersuccessionplanning,positionsatP2isnowbeingopenedforopencompetitionforpositionswheretherearenoapplicantsdespiteannouncingittwice,sothatthereisapipelineofpeoplewhocanbegroomedforP1.

i. P1 Broad Banded Promotion

Table19:P1 Broad Banded Promotion

Sl. no Name/EID/PT/PL/Agency Promoted Position

Title/Level

1 KarmaJurmi(9208031),Drungpa(P2A),DorokhaDungkhag,SamtseDzongkhag Sr.Drungpa(P1A)

2 TashiGyeltshen(9208036),Drungpa(P2A),LhamoyZingkhaDungkhag,DaganaDzongkhag Sr.Drungpa(P1A)

3 PhurbaWangdi(9407148),Dzongrab(P2A),HaaDzongkhag Sr.Dzongrab(P1A)



2.4 managing for excellence - performance management System

Overthepast threeyears,RCSChasbeen implementingthenewPMSactivities inaphasedmannertoensuresmoothtransitiontothenewsystem.ThegroundworkforMaXrolloutsuchaspiloting,upscalingtoallAgencies,familiarising,andtrainingcivilservantsonthesystemhavebeencarriedout.Duringthisreportingperiod,theactivitiescarriedoutunderthisreformaresummarisedasfollows:

1. OperationalisationofMaXOnlineSystem;2. FinalmockModExinSchools;3. ModExrolledout;and4. RolloutofMaXintheCivilService.

2.4.1 Operationalisation of Managing for Excellence Online System

TheMaXOnlinesystemwasdevelopedtofacilitatemonitoringoftheIndividualWorkPlans(IWP),generatedatafordecisionmakingandensuredisciplineandadherencetotimelinesinplanning,reviewandevaluationofperformance.FortheFY2016-17,since theMaXOnline systemwas introduced for the first time, theRCSCmade itoptionalforcivilservantstosubmittheIWPonlineoroffline.However,startingfromFY2017-18,itwasmademandatoryforallcivilservantstosubmittheirperformanceappraisal throughonline.Accordingly,RCSC issuedanotificationon31st July,2017informingthecivilservantstosubmitthePerformanceAppraisal (IWP) intheMaXOnlinesystemfailingwhichIWPonlinewillbeconsideredasinactiveforthatappraisalperiod.SubmissionofIWPonlinehasinitiatedgreaterdisciplineindevelopingIWPinthebeginningofthefinancial/academicyear(asopposedtotheearliersystemwheremostofthecivilservantssubmittheirPerformanceAppraisalformsforthelastthreeyearstogetherjustbeforetheduedateforpromotion).Atotalof22,588civilservantshavesubmittedtheirPerformanceAppraisalsthroughtheMaXOnlineSystem.

The civil servants in Operational Category (OC) are not required to submit thePerformanceAppraisalFormintheMaXOnlinesystem.However,theyhaveaseparatePerformanceAppraisalFormwhichissubmittedinhardcopy.

2.4.1.1 Moderation Exercise (ModEx)

AkeyfeatureofMaXistheModEx“theranking/ratingofcivilservantsintodifferentperformer categories based on the Agency Categorisation Framework (ACF)”. It isconducted by a Moderation Committee formed in their respective Departments/Agencies/Dzongkhags/ThromdesandschoolsinlinewiththeprovisionprescribedintheMaXManual2018.

2.4.2 Final Mock Moderation Exercise in Schools

A series of consultativemeetingswith the relevant stakeholderswere held in theFY2016-17 tofinalise theModEx for schools. In consultationwith theMinistryofEducation,theschoolsareclusteredbasedonTeacherResourceCentres(TRCs).



IncollaborationwiththeEducationMonitoringDivision,theDepartmentofSchoolandEducation,MoE,theRCSCconductedthefinalmockModExinTRCsfromAugust- November 2017 to familiarise all the civil servants andModeration CommitteemembersinschoolsonthemechanicsofModEx.ThefinalmockModExwasconductedinall60TRCs.Atotalof1,037civilservantscomprisingofChiefDEOs,DEOs,SchoolPrincipals,andfewteachersattendedthefinalmockModEx.TheparticipantsgenerallyrespondedpositivelyontheMaXsystem.

2.4.3 Moderation Exercise Rolled Out

WhilethelasteffortoftheModExremainedtobeimplementedduringtheFY2017-18tofullyinstitutionalisetheMaXreformintheCivilService,theRCSChastakenastrongstepaheadtoimplementthenewsystem.TheoutcomeandbenefitsoftheModerationisreportedbelow.

2.4.3.1 First Moderation Exercise of Ministries/Dzongkhags/Thromdes and Autonomous Agencies

Inordertoimplementthenewelementintothesystem,asreportedintheAnnualReportof2016-17,theRCSChasconductedaroundeachofmockModerationwiththeModerationCommitteemembers,sharingtheconcept,process,rolesandcriteriafor theconductof the realModEx.With thiswidecoverageof themockexercise,the first liveModEx for the 10Ministries, 20Dzongkhags, four Thromdes and 23Autonomous Agencies (of the 36 Agencies, 13 are exempted from ModeX) wasconductedsuccessfullyinthemonthofOctober2017.

TheModExconductedinOctober2017wasfortheperformanceratingofemployeesfortheperformanceperiodof2016-17.Therefore,thedistributionofemployeesintodifferentperformercategorieswasbasedontheachievementoftheAgency’sAnnualPerformance/TargetsofFY2016-17.

A total of 12,483 civil servants were moderated (excluding employees of 13AutonomousAgenciesunder ScheduleAofMaxManual andallOC Level)by105ModerationCommitteesformedacrosstheAgencies.ThedistributionofcivilservantsintoadifferentperformercategoriesisshownintheChart13.

A total of 334 employees were identified in outstanding Category of which 221werefromPMCand113fromSSC.Although,aspertheframework,338employeesshouldbeidentifiedinthiscategory,someAgencieshavestringentlyassessedtheirstaffowing towhich thenumbersofoutstandingemployeesare less.Such resultsseemstoindicatethatmanagementoftheseAgenciesareclearontheirperformancestandardsanddonotranktheirstaffintooutstandingcategorywithoutastrongbasis.Atotalof118employeeswereidentifiedinNeedImprovement(NI)Categoryofwhich92werefromSSCand26fromPMC,includinganemployeeoncontract.Although,aspertheframework,114wererequiredtobeidentifiedunderNI,oneemployeeeachfromDoAT,MoIC,MoEandtwoemployeesfromParoDzongkhagAdministrationwere



identified,beyondtherequirementofthesystem.ThisindicatesgoodmanagementpracticesinsuchAgenciesastheyareabletotakedifficultdecisionsintheinterestoftheorganisations.

2.4.3.2 First Moderation Exercise of Schools

Fromthetotalof10,047employeesmoderatedby60ModerationCommitteesacrossthe Schools based on the School Cluster of Teachers Resource Center policy, theemployees,aspertheirAgency’sperformance,weredistributedasfollows:

Chart13: Distribution of Civil Servants into a Different Performer Categories

Note: M/A/D/T : Ministries/Agencies/Dzongkhags/Thromdes

Atotalof252employeeswereidentifiedinOutstandingCategorywhileatotalof99employeesinNeedImprovementcategory.

2.4.4 Appeals on the Moderation Exercise Results

AtotalofsevenappealscaseswerereceivedbytheRCSC,againstthedecisionoftheModerationCommitteeoftheAgencies.

TheRCSCreviewedthecasesandaccordinglyupheldthedecisionsoftheModerationCommitteeandHRCommitteeofrespectiveAgenciesbasedonthefollowingground:

1. The distribution of employees under four performer categories has beendoneaspertheACFandTRCPMSscore;

2. TheModerationCommitteehasdevelopedasetofcriteria fortheModExand the assessment is done against each criterion based on individualperformance;and



3. The RCSC reviewed the cases and found that all Agencies have followedthe sets of principles and procedures as required by MaXManual whileconductingModEx.

2.4.5 performance improvement plan

In line with the performance scores of all the Government Agencies assessed byNational Technical Committee, 217 civil servants were identified under the needimprovementperformancecategorybyAgenciesbasedontheoutcomeoftheModEx.Thefollowingaresomeofthemostcommonreasonsforidentifyingemployeesunderneedimprovementcategory:

1. Disciplinaryground;2. Irregularattendance;3. Negligenceofofficialduty;4. Failuretoperformbasicjobresponsibilities;5. Non-submissionoftheindividualworkplan;6. Lowscoreincorecompetencyleadingtopoorperformance;and7. Mismatchofskillsandjobresponsibilitiesleadingtopoorperformance.

Inordertohelpemployeesimprovetheirperformance,therespectiveAgencieshaveimplementedtheperformanceimprovementplanlikeattachingthemwithperformingcivilservantsintheirAgenciesasmenteeswhilethosewithdisciplinarygroundsaresanctionedreprimandletters.AgencieshavealsoprovidedbasicskillsdevelopmenttrainingforthoseNIcategoryemployeeswho lackknowledgeandskills leadingtopoorperformance.ThosewhoareidentifiedunderNIbecauseofmismatchofskillsandjobresponsibilitiesarere-deployedinrelevantorganisations.

2.4.6 Challenges

Asexpectedwithintroductionofanewsystemandmoresowithachangethatdirectlymakeseveryindividualcivilservantaccountable,therewasresistancetochange.Thiswasevident from thenewscoverage inbothmainmediaand socialmedia. Somecivilservantswhoaremostlyfromteachingsectorhaveraisedconcernsonthenewsystem.However, given thenature andextentof changes this system imposesontheCivilService,thepushbackwasfarlessthanexpected,inpartduetonumerouseffortsmadetocommunicatewhythesechangeswerenecessary.

Institutinggoodperformancesmanagementpracticeswherehardlyconversationsonperformanceswereheldinthepastandtheperformancemanagementsystemwasseenasperfunctory,isabigchallenge.Itrequiresconcertedeffortsandcommitmentoftheexecutivessupportedbyaseriesofskillingandcapacitybuildinginterventionstobringaboutaperformanceculturenecessarytoupholdmeritocracy.

Ontheoperationalfront,poornetworkaccessibilityintheremoteschools,hasbeenahindrancetoaccessanduseoftheMaXOnlinesystem.



2.5 Civil Service Well-being

ThepresentCommissionestablishedtheWell-beingServicestoensurethatthecivilservantsofBhutanaretakenpropercaresothatcivilservantsbecomemoreengagedandmotivatedtoserveandsecurethecountry’sfuture.TheWell-beingServiceshasinitiatedandinstitutionalisedthreebroadinterventionsforcivilservants’well-being.The three interventionsaresubsumedunder: i)Civil ServiceSupportDesk, ii)CivilServiceRetirementServices,andiii)CivilServant’sWelfareScheme.

2.5.1 Civil Service Support Desk

TheCivilServiceSupportDesk(CSSD)isanavenueforthecivilservantstoraisethenon-HRrelatedissuesandconcernsintheworkplace.Itisalsotofacilitatecounselingandmentoringservices,redressallkindsofworkplacediscrimination,andpromotehealthofthecivilservants.

2.5.2.1 Counseling Services

UndertheCSSD,theRCSCreceivedissuesconcerningindividualcivilservantsattheworkplace. Duringthisreportingperiod,therewerefivecasesofchronicalcoholicabusethatunderwentfulldetoxificationcourseatJDWNRH.Ofthefivecases,onehas voluntarily resigned after detoxification, three are at the rehabilitation centreandonehassuccessfullycompletedtherehabilitationcourseandisnowservingtheAgency. Therewasalsoonedrug case thatwas sent todetoxification followedbyrehabilitationandreinstatementintheoffice.

CSSDhasalsofacilitatedtwocivilservantstogettheirtransfertoThimphuastheywerediagnosedtobesufferingfrommentalhealthissueswithsuicidalideation.TheyarenowplacedinThimphuandareundermedicationandobservation.

2.5.1.2 mentoring Services

Mentoringisaprofessionalrelationshipinwhichamentorassistsmenteeindevelopingspecificskillsandknowledgethatwillenhancetheprofessionalandpersonalgrowth.RCSChas initiated the Future LeadersMentoring Programme (FLMP) to guide thedevelopmentof youngcivil servantsearly in their career. TheFLMPwas launchedin March 2017 with four mentors and 32 mentees. All four mentors are retiredGovernmentSecretariesandthementeesarethetoprankingemployeesfromtherecruitsof2016and2017.ThefirstFLMPbeganinMarch,2017andformallyendedinFebruary,2018.TheconductofthefirstFLMPwasevaluatedandthefeedbackontheFLMPwasverypositivethusindicatingthattheprogrammehasnotonlyimprovedtheirperformanceatworkbutalsohelpedthemtogrowprofessionallyandpersonally.

TheFLMP frameworkwasalso reviewedandbasedon the recommendations, theCommissiondecided to select thementees fromtheyoungcivil servantswith2-3yearsofworkexperiencewithhigh“developmentreadiness”.TheCommissionalso



agreedonassigningonly5mentees toeachmentor tomake thementoringmoreeffective.The2ndFLMPwillbeginfromJuly,2018.

Further, toensure that thenewemployeesdonotexperienceanykindofanxietyonthefirstdayofthejob,theRCSChasalsodevelopedstandardGeneralInductionProgramme for new recruits tobe implemented in all theAgencies. The standardGeneral Induction Programme was presented to all the HR Officers for strictcompliance.

2.5.1.3 Workplace Discrimination Redressal

Inthisreportingperiod,CSSDdidnotreceiveasinglecaseonworkplacediscrimination.However,aspartoftheNCWCrequirement,allHROfficershavebeensensitisedonSexualHarassmentatworkplaceandnoweveryAgencyhasaninternalframeworkwithintheorganisationtodealwithallkindofgenderissuesatworkplace.RCSChasalsoissuedanotificationonassigninglegalofficersintheDzongkhagsasgenderfocal.

2.5.2 Civil Service Retirement Services

It is important for the RCSC to take care of its civil servants right from entry tosuperannuationandbeyondtoattractthebest&thebrightestandmotivatethemtocontributefullytotheTsa-Wa-Sum.

2.5.2.1 Standard Operational Procedures for Exit Management

One of the components of this reform process is the creation of a proper ExitManagement(EM).TheEMneedstobestreamlinedinordertomaketheseparationprocessagracefulanddignifiedeventinthefinalstageofacivilservant’sprofessionallife.Therefore,RCSChasdevelopedaSOPtoguidetheHumanResourceDivisionandfacilitatethesuperannuatingcivilservantstoprocesstheretirementbenefitsontimeandgracefullyretirefromtheservice.

2.5.2.2 Retirement Planning

In this reporting period, the RCSC organised three rounds of Retirement PlanningWorkshops(RPW)forthecivilservantswhohave10orlessyearstosuperannuate.TheworkshopswereconductedinThimphu,Gelephu,andTrashigang.Theworkshopswere attended by a total of 177 civil servants from different position levels andcoveredthefollowingtopics:

1. Emotionalandpsychologicalimpactofsuperannuation;2. Commonailmentsduringoldage;3. Experiencesharingbyretiredcivilservants;4. Mindfulthinking;5. Calculationofpensionandotherretirementbenefits;6. TaxPolicies;7. FinancialPlanning;and



8. Volunteerism.

Theworkshopswerewellreceivedbytheparticipantsandbasedonthefeedback,theprogrammeonfinancial planning andmindful thinkingwere rated as the twomostresourcefulandimportanttopics.Theoutcomeoftheworkshopsisthatmorenumber of civil servants were seen visiting RICBL and NPPF enquiring about thevariousfinancialproducts.

2.5.2.3 Engagement of Retired Civil Servants

Giventhesuperannuationageof60yearsand less,manyretiredcivilservantsstillwant to takeactivepart innationbuilding. It is a valuable resource thatneeds tobetapped.Therefore,RCSChasusedtheservicesoftheretiredcivilservantsintheRetirementPlanningWorkshops,asmentors,asBCSE interviewpanelists,andalsoengagedthemincalligraphyworkstoscriptthededicatedserviceawards.TheRCSCwillcontinuetofindwaysandmeanstotapthisreservoirofresources.

2.5.3 Civil Servants’ Welfare Scheme

Civil Servants’Welfare Scheme is a typeof insurance scheme supported solelybythecivilservants.Throughthescheme,theRCSChasdevelopedasenseoffraternityamongthecivilservantstohelpeachotherduringthemostcriticaltimeinlifei.e.,death.

Table20: Details of Membership of Civil Servants Welfare Scheme

Sl. no. membership type total

1 ActiveMembers 22,6262 Freelifetimemembers 185

3 OptoutandNon-respondents 1242

Table21:Details of Civil Servants Welfare Scheme Fund Status as on 30 June, 2018

Sl. no. Particulars Amount (nu)

1 Fundcontribution 111,040,100.00

2 Interest Generated 5,309,581.03

3 Payout 45,830,000.004 Refund 510,969.10

Table22:Details of Status of Claims as on 30 June, 2018

Sl. No. Claimed for No. of

deaths1 CSWS members 116 2 Free lifetime members 2 3 Dependents 1,058

Total 1,176 Table23:Number of Death of Dependents as on 30 June, 2018

Sl. no.

Relationship with Dependent

no. of deaths

1 Father 5332 Mother 3943 Child 824 Spouse 49 total 1,058



Chart14:Number of Monthly Deaths in 2017-2018

InordertoensuregreatertransparencyoftheScheme,theRAAhasauditedRICBLwho is thefinancialpartnerof theRCSC inmanagingthefundof theCSWS inthemonthofJune,2018.TheMoUwiththeRICBLisforthreeyearsandwillexpireonNovember9,2018.

2.5.3.1 CSWS Fund Management Committee (CSWS FMC)

CSWSisaself-helpscheme‘of,forandby’thecivilservantswhereinthemembersremitafixedmonthlycontributionassecuritycoverageforhis/herfamilymembersagainst death for a benefit, as defined in the Bye law. Since the membership iscompulsory forall civil servants, the fund isexpected togroweveryyearas freshrecruits jointheCivilService.But it isevident fromtheexperienceof the last twoyearsofoperationthatthetotalpayoutattributedto43%ofthetotalcollectionwhichis significant portionof the annual corpus going as benefit for the families of thebereavedcivilservants.WhileitishearteningtolearnthattheSchemehasbenefittedthecivilservantsimmensely,theWSmustalsothinkofwaysandmeanstogrowtheSchemesothatitissustainableandcontinuouslybenefitscivilservants.

However,withtheannualincreaseinthenumberretiredcivilservants,whoarefreemembers to thescheme,adrasticgrowthof fundcorpus isnotvery likelyunlessmeasures like periodically increasing themonthly contribution vis-a-vis payout ordecreasingthepayoutvis-a-vasmonthlycontributiontosucharatiotoincreasinglybenefitthefundcorpusareputinplace.Anotherstrategywouldbetoalwaysfindafinancialpartnerwhichiswillingtopayarelativelyhigherrateofinterestthantheprevailingmarketrates.Butitisimportanttonoteherethatthecorpus,inthepasttwo years of its operation, has shown an average annual increase of 14%, beforeadding8%interest,whichhasamajorimpactonthetotalfunds.TheWSisonlytryingtoseethingsfromacautionaryperspectivesothatCSWSisabletoincreaseitsscopeofintervention,asenshrinedintheCSWSBy-Law,atthesoonesttobenefitasmanycivilservantsaspossible.



Therefore,theRCSChasestablishedtheCSWSFundManagementCommittee(CSWS-FMC) in linewithCSWSBy-Law(2015)toplanpropermanagementoftheSchemeFunds.TheFMCcomprisesofthefollowingmembers:

1. LhendupWangchu,Commissior,RCSC2. TashiPem,Director,RCSC3. TsheringDorji,Director,DepartmentofPublicAccounts,MoF4. NorbuDendup,ChiefProgrammeOfficer,MoF5. TenzinNorbu,Retiredcivilservant6. LungtenZangmo,ChiefProgrammeOfficer,G2C7. TsheringPem,AccountsAsstt.,MoHCA8. SherubZangpo,Sr.HROfficer,RCSC

TheCommitteeismandatedtocarryoutthefollowingtasks:

1. Tomanageandreviewthefundstatusatregularintervals;2. To review and recommend revision of contribution/payout from/to civil

servantsfromtimetotime;3. Tocontinuouslyexploreavenuesforinvestmenttomultiplyfundcorpusand

growthofthefund;4. To explore efficient ways to continuously benefit the members through

wellbeingintervention;5. TocarryoutanyotherassignmentwithinthescopeofFMCastaskedbythe

Commission;and6. ToconductperiodicauditsofthefundandsubmittotheCommission.

Accordingly,someoftheprovisionsintheCSWSBy-Lawrelatingtotheestablishmentof CSWS FMC were also amended. The term Board of Trustees (BoT) has beenamendedasCSWSFMCintheBy-Law.TheotherprovisionamendedintheBy-Lawisregardingcoveragebytheschemeuponsuperannuation.Itisnowamendedtoreadascoverageonlyforthesuperannuatedmember.



pARt 3 - humAn ReSouRCe Development AnD mAnAGement

3.1 human Resource Development

ThedevelopmentofHRskillsandcompetencyiscriticalforthedeliveryofqualityandprofessionalservicesinordertoachievetheorganisationalgoals.TowardsbuildingHRcapitalintheCivilService,theRCSCfocusesinspecialisingthecivilservantsthroughimplementationofLong-termTraining(LTT)andShort-termTraining(STT).

3.1.1 Annual LTT Implementation Status

During this reporting period, the RCSC has processed 539 new LTT proposals asdetailedinTable24,25and26.

Table24:Long-term Training Implementation Status by Qualification and Mode of Study

Level/ModeNew LTT proposals processed during the last 12 months

ex-country Full time

in-country Full time

in-country mixed mode

in-country total total

Ph.D 9 0 0 0 9Masters 168 110 71 181 349P.GDiploma 0 0 26 26 26Bachelors 3 10 79 89 92Diploma 12 0 0 0 12Certificate 9 30 0 30 39Specialisation 12 0 0 0 12

total 213 150 176 326 539

Table25:Long-term Training Implementation Status by Country

Level/ Country

New LTT proposals processed during the last 12 months

Bhutan thailand india Australia Japan Bangladesh other countries* total

Ph.D 0 0 0 7 1 0 1 9Masters 181 59 32 45 4 4 24 349P.GDiploma 26 0 0 0 0 0 0 26Bachelors 89 0 3 0 0 0 0 92Diploma 0 6 0 0 0 4 2 12Certificate 30 5 0 0 4 0 0 39Specialisation 0 0 12 0 0 0 0 12

total 326 70 47 52 9 8 27 539



Othercountries*Austria(3),China(2),France(2),Germany(2),Indonesia(1),Italy(1),Netherlands(2),NewZealand(1),Philippines(2),Singapore(1),SouthKorea(3),UnitedKingdom(2)andUnitedStatesofAmerica(5). Table26:Long-term Training Implementation Status by Funding

level

New LTT proposals processed during the last 12 months

RGoB* funding

other fundingtotal

private funding open** Scholarship

Ph.D 2 0 7 9Masters 277 21 51 349P.GDiploma 26 0 0 26Bachelors 79 12 1 92Diploma 12 0 0 12Certificate 39 0 0 39Specialisation 12 0 0 12

total 447 33 59 539*RGoB: RCSC Administered Programmes and scholarships administered by Agencies**Open Scholarship: Open international scholarships and university scholarships

Intotal,539LTTslotsarebeingimplementedin19differentcountriesofwhich326LTTarein-countryprogrammesand213areex-countryprogrammesspreadin18countries.Outof326in-countryLTT,176aremixedmodeprogrammesforteacherqualificationupgradationand150regularprogrammes.The213ex-countryLTTsprogrammesarespreadoverin19differentcountrieswithmostofthecivilservantsgoingtoThailand(70),followedbyAustralia(52),India(47),Japan(9),Bangladesh(8)andremaining34civilservantsin19othercountries.

RGoBisthemainsourceoffundingwith447LTToutof539LTTbeingfundedundervariousprogrammesadministeredbyRCSCandrespectiveAgencies(RGoBinternalfinancinganddonorprojects).

3.1.2 Major HR Development Programmes/Scholarships Implementation Status

TheRCSCadministersanumberofscholarshipssomeofwhicharereceivedasslotswhileothersarereceivedasgrants.Toimplementthesescholarships,theCommissionidentifiesareasandrelevantscholarshipsannuallybasedonthecriticalityandpriorityneedssubmittedbyAgencies.ThepriorityareasannouncedundereachscholarshipvarydependingontheemergingneedsoftheAgenciesandavailabilityofcourses.However,focusonEducation,HealthandVocationalsectorshaveremainedconstant.OutofseveralscholarshipsforHRdevelopmentadministeredbyRCSC,thefollowingsixarethemajorprogrammesimplementedannuallybasedonvariousMemorandumofUnderstandings(MoU),RecordofDiscussions(RoD)andAgreements:



3.1.2.1 Government of india (Goi)

GoIisthelargestdonorwithNu.600Mallocatedfor11thFYPHRDundertheGoI-PTA.MostoftheseresourcesarebeingusedforimplementationofSTTtoprofessionalisethe Civil Service based on ODE findings and the critical need assessments of theAgencies.FocusareasforGoI-PTAimplementationaretrainingfor:

1. RollingouttheSOPsandTATs;2. Trainingalignedwiththecompetencyframework;3. Trainingrequiredduetotheupgradationofthesystem;4. Trainingwhichiscriticalandrelevanttoaposition;and5. TrainingforsupportingthefivereformsoftheRCSC.

TheprogressreportontheimplementationofslotsandfundutilisationonGoI-PTAissubmittedeverymonthtotheGNHC.

During FY 2016-17 and 2017-18, out ofNu. 401.375Mapproved,Nu. 166.656M(41.5%oftheapprovedfund)wasallocatedtotheDzongkhagstosupportthepolicyofdecentralisationandensurethattheLGsdrivethetrainingneeds.TheDzongkhags wereabletoutiliseNu.163.307Mwiththeimplementationof6,642STTslots(2,607during2016-17and4,035during2017-18).TheLGsreceived4LTTslotsand5,375STTslotsfromthefundallocatedtoCentralAgencieswhichisinadditiontothefundallocatedtotheLGs.Intotal,theLGsreceived4LTTslotsand12,017STTslotsintwoFYsasindicatedinTable27.

Table27:Details GoI PTA Fund Utilisation and Slots Implementation Status

Agency fund Received fund Utilised

fund Balance

ltt Slots

Stt Slots Remarks

fy 2016-2017

RCSC 168.446(140.825+27.621) 123.662

44.784(17.163+27.621)

4 4,0154LTTand2,012STTfromthefundallocatedforCentralAgencieswereimplementedforLGsinadditiontotheirownallocation.Therefore,4,619STTwereimplementedforDzongkhags. FundbalancewasutilisedduringFY2017-18.

Dzongkhags 100 63.502 36.498 0 2,607

total 268.446 (240.825+27.621) 187.164 81.282 4 6,622



Agency fund Received fund Utilised

fund Balance

ltt Slots

Stt Slots Remarks

fy 2017-18

RCSC 138.678(93.894+44.784) 111.889 26.789* 0 5,454

3,363STTfromfundallocatedforcentralwereimplementedforLGsinadditiontotheirownallocation.Therefore,7,398STTwereimplementedforDzongkhags. *FundbalanceisforexpenditurebookedforSTTplanned/underimplementation.

Dzongkhags 103.154(66.656+36.498) 100.445 2.709* 0 4,035

total 241.832 (160.550+81.282) 212.334 29.498* 0 9,489

During the 11th FYP, 152 LTT were implemented out of which 142 were for civilservants. Eight civil servants are currently pursuing Master of Arts in MahayanaBuddhistStudiesinAcharyaNagarjunaUniversity,India.

3.1.2.2 Nehru-Wangchuck Scholarship

TheNehru-WangchuckScholarshipwas institutedwith thesigningofMoUon19th June2009 foran initialdurationoffiveyears.TheMoUwas renewed foranotherfiveyearsinJune2014.ThescholarshipisopentoalleligibleBhutanesenationalsforundertakingvariouscoursesleadingtograduateandpostgraduatedegrees/diplomas,withprioritiesaccordedtopostgraduateprofessionalcourses.

Until2014-2015,theGoIallocatedNu.10Mtoimplementthisprestigiousscholarship.With thevisitof IndianPrimeMinister, ShriNarendraModi toBhutan from15-16June2014,theannualbudgetoutlaywasrevisedfromNu.10MtoNu.20MfromtheFY2015-16onwards.Accordingly,thescholarshiphasbeenmademoreattractiveinordertoattractthebestandthebrightestcandidatesforpursuingstudiesinareaswheretechnicalexpertiseiscritical.TheAwardCommittee(comprisingofmembersfromIndianEmbassy,RCSC,MoLHR,MoEandMoFA)meetstofinalisepriorityareasandgivepolicydirection.Everyyear,eightcandidatesareawardedthisscholarshipinsixstrategicareasi.e.Leadership/Management&BusinessManagementCourses,MedicalCourses,Economics/Statistics,EngineeringandITCourses,Law,andNaturalSciences. Duringthe11thFYP,49LTTwereimplementedoutofwhich29wereforcivilservants.During FY 2017-18, eight candidateswill be leaving to pursueMaster Degrees as



followswhilefivecivilservantsarecurrentlyonscholarshipsinIndiapursuingMasterDegreesinvariousinstitutionsandfivehavereportedtotheRCSCuponcompletionoftheircourses.

Table28:Courses and Institutions for Nehru-Wangchuck Scholarship

Courses InstitutionsCivil Service candidates (5 slots) MasterinPlanning(M.Plan) AnnaUniversity,Chennai,IndiaMBA(HRM) VITUniversity,Vellore,IndiaMasterinCommunicationsEngineering VITUniversityMasterinComputerApplications SwamiVivekanandSubhartiUniversityMasterinMathematics SwamiVivekanandSubhartiUniversitynon Civil Service candidates (3 slots)MBA(HRM) VITUniversityMasterinComputerApplications GujaratForensicScienceUniversityMBA(HotelandTourismManagement) SwamiVivekanandSubhartiUniversity

Till date, 82 (47 civil servants and 35 non-civil servants) availed the scholarshipsexcludingtheeight2018-19scholarshipawardees.

3.1.2.3 Australia Awards Scholarships (AAS)

Bhutanhasbeenreceivingabout40-45scholarshipslotsforpostgraduatedegreessince2007basedon thecriticalneeds identifiedby theRCSC,as support forHRDfromtheDepartmentofForeignandTrade,GovernmentofAustralia.AftertheGoI,AustraliaprovidesthelargestsupportforHRDevelopmentoftheRGoB.However,theslotshavebeengraduallydecreasing.Forinstance,for2017intake,Bhutanreceived33LTTslotswhichdecreasedto28for2018intake.Outof28slotsallottedtoBhutanfor 2018 intake, 14were for Civil Servicewhile the other 14were for employeesoutsideCivilService.

Forthe2019intake,thefollowingLTTareaswereannouncedunderAustraliaAwardsScholarshipin2018andselectionprocesswillbecompletedbytheendof2018.

Table29:Courses Announced under Australia Awards Scholarship

Sl. no. name of the Course Sl. no. name of the Course1 Economics 6 LLMorLegalStudies

2 ProfessionalAccounting 7 Engineering(MechanicalEngineering)

3 Statistics 8 Engineering(ElectricalandPowerSystems)

4 HumanResourceManagement 9 SpecialEducation

5 Policing,IntelligenceandCounterTerrorism



Currently,thereare61awardeesinAustraliaundergoingvariousMasterDegrees.

3.1.2.4 Thailand International Cooperation Agency (TICA)

TheGovernmentofThailandstartedtoprovideHRDassistancein1980sundertheTICAProgramme.ThemainareasofHRDcooperationincludedruraldevelopment,agriculturalextension,health,educationandprivatesectordevelopment.

BasedontheRoDsignedwithTICA,HRDsupport/assistanceisprovidedintermsofscholarshipslots(about285slotsinthreeyears)forbothlongtermandshorttermtrainingprogrammesasfollows:

1. Fullsupport:60LTT(20LTTslotseachyear)2. CostSharing:90LTT(30LTTslotseachyear)3. Fullsupport:60STT(20STTslotseachyear)4. Costsharing:75STT(25STTslotseachyear)

A joint reviewmeeting is held every year alternatively in Thailand and Bhutan toreviewimplementationstatusandexplorenewareasforcollaboration.

i. LTTunderthe4thTechnicalCooperationProgramme(2017-2019),implementationyear2(2018)

Underthe4thTechnicalCooperationProgramme(2017-2019),implementationyear2(2018),RCSChassent37applicationsforMasterDegreestoTICAforadmissionasfollows:

1. 20applicationsunderfullsupport;and2. 17applicationsundercostsharingsupport.

ToaddresscriticalshortageofHRinmedicalservicesandtoensurethereisfullteamreadytodeliverspecificservice,RCSCisexploringtosendmedicaldoctors,techniciansandnursesinteamsfortraininginspecificmedicalserviceunderTICAscholarship.

Duringthe11thFYP,158LTTwereimplementedoutofwhich141wereawardedtocivilservants.

ii. STTunderthe4thTechnicalCooperationProgramme(2017-2019),implementationyear2(2018)

For implementationofSTTduring2017-18,Healthsectorwas identifiedasprioritysector and therefore45 STT slots (20 full and25 cost sharing) havebeenallottedfor trainingon“LearnBestHealthPracticesonUniversalHealthCoverage/PrimaryHealthCare”inThailandforMoH&JDWNRHhealthworkers.For2016-17,Educationsectorwasprioritisedand45teachersweretrained.



In addition to the LTT and STT scholarships under the RoD, TICA now providesadditionalSTToffersunder theAnnual InternationalTrainingCourses (AITC).Since2017,AITChasbeenoffering33courseswhichconsistedof66slots(twoslotseachpercourse)annually.

3.1.2.5 trongsa penlop Scholarship

TheTrongsaPenlopScholarshipstartedwiththesigningofMoUon23rdAugust,2007foratenureof10years.TheMoUwassignedbetweentheRCSC,andtheRangsitUniversity,ThailandtoannuallyimplementfiveslotstopursueMasterofEducationinCurriculumandTeachingforteachersthroughRCSCand10Undergraduate/PostGraduateProgrammethroughtheHM’sSecretariat.TheMoUhasexpiredwiththeimplementationofAugust2017intake(fourteachers).

Duringthe11thFYP,23LTTwereimplemented,currently,therearefourcivilservants(lastbatch)whoareundergoingMasterofEducationinCurriculumandTeachingatRangsitUniversityundertheTrongsaPenlopScholarship.

3.1.2.6 RGoB-Rim Scholarship

TheRGoB-RIMScholarshipwasstarted in2012withthe fundingsupport fromtheGovernmentofAustraliaandRGoB.ThecourseisconductedbytheRIMincollaborationwithUniversityofCanberra.Underthisscholarship,variousLTTareimplementedasfollows:

1. 20civilservantshavecompletedMasterinPublicAdministration;2. 20civilservantshavecompletedMasterinManagement;3. 20havecompletedMasterinBusinessAdministration;4. 10havecompletedMasterinManagement(ExecutiveLeadership);and5. 15civilservantsareundergoingMasterinBusinessAdministration.

During the 11th FYP, 85 LTTwere implemented out of which 15 civil servants arecurrentlyundergoingMBAcourseatRIM.

3.1.3 Other Human Resource Development Initiatives

3.1.3.1 Competency Framework

TheCSAB2010mandatestheRCSCtobuildandmaintaincapacityandcompetencyin theCivil Service.However, currently, in termsof careerprogression, successionplanningandcompetencydevelopment, therearenospecific frameworks inplaceand hence,HR investments are generallymade in a rather ad-hocmanner.Whileimplementing the capacity development programme, especially for STT, there islimited clarity on the kind of specific knowledge and skills that is required for anindividual staff or occupational group. Therefore, training proposals are usuallyapprovedbasedonthejustificationssubmittedbyanindividual/Agencyandattimes,thetrainingproposalsarenotdirectlyalignedtothejobdescriptionsoftheemployeesandtothemandateoftheAgency.



InviewoftheaboveshortcomingsandrecognisingtheneedtodevelopCivilServiceCompetencyFramework(CSCF),RCSChasstartedworkingonitincollaborationwithSingaporePolytechnicandTemasekFoundation International.Theobjectiveof theFrameworkistoguideAgenciestoidentifythecompetencyneedsoftheemployeesandmeet organisational/national goals. This initiativewill also help in continuousdevelopmentandprofessionalisationofcivilservants.

A team from Singapore Polytechnic conducted two days needs assessmentworkshop for Human Resource Officers and line Officers from Ministries. Duringtheworkshop, itsurfacedthattheProfessionalgroup,exampletheICTgroupwithastructuredCompetencyFrameworkhadclearcareerprogressionandcompetencymatched training programmes. However, another professional group, for exampleForestry Officers, in their current challenge mentioned that STT distribution andspecialisationisnotclearasonemovesinhis/hercareer.ThisgroupdoesnothavestructuredCompetencyFramework.TheworkshopconcludedwiththeparticipantsrecommendingtheneedforaCompetencyFramework.

InthemonthofApril,2018,ateamfromTemasekFoundationInternational(TFI)andSingaporePolytechnic,SingaporevisitedMoLHR,MoF,MoCHA,MoWHSandMoAFtoscopetheProjectforTFIsupport.TFIgaveSingaporePolytechnictheapprovaltoworkonthisproposal.TheCommissionwillbeworkingagainwithSingaporePolytechnicwithsupportfromTFItobuildcapabilitiesintheCivilServiceandtodesignanddevelopCompetencyFrameworkfromthemonthofAugust2018onwards.TheCommissionwillhave inplaceaCompetencyFramework for sevenmajoroccupationalgroups,namely: Engineering Services, Forestry Services, Immigration Services, NursingServices, Teaching Services and Finance Services in the coming FY. DevelopingCompetencyFrameworksforotheroccupationalgroupswillbedoneonacontinuousbasis.

The Competency Framework will enable competency based human resourcemanagementanddevelopmentintheCivilService.

3.1.3.2 Strategic hRD for 12th fyp TheRCSCsubmittedtheHRDPlanforthe12thFYPtotheGNHC.UnlikeHRDMasterPlan for11th FYP, theStrategicHRD for12th FYP is abroad thematicplan thatwillgivestrategicdirectioninbuildingexpertiseincriticalHRDareasthroughLTTandSTTprogrammes.Therefore,theStrategicHRDfor12thFYPdoesnothavespecificslots/fundallocationforAgencies.EstimatedbudgetfortheStrategicHRDfor12thFYPisNu.3billion.

AnnualHRDplanwillbedevelopedbyeachAgencyasanimplementationplanderivedfromtheStrategicHRD.Thespecifictrainingneeds intheAnnualHRDplanwillbebasedontheCompetencyFrameworkdevelopedforeachprofession.



3.1.3.3 leadership training for professional & management Category at RiGSS

Realizingthatinvestmentstobuildleadershipcapabilitymustbedonesystematicallyand at every level, RCSC in collaboration with RIGSS has invested in the YoungProfessionalsLeadershipProgramme(YPLP)andFoundationalLeadershipProgramme(FLP).Annually,twobatchescomprisingof18civilservantseacharetrainedonYPLPwhichistargetedtowardsP3andP2levelofficers.Similarly,20civilservantseacharetrainedonFLPwhichistargetedtowardsentry-levelprofessionals(P5andP4levelofficers).FLPisalsoanannualprogrammecomprisingoftwobatches.

3.1.3.4 Design Thinking Project

TheRCSCincollaborationwithSingaporePolytechnic(SP)andTemasekFoundationInternational (TFI), Singapore initiated and implemented capability developmentprogrammeforCivilServiceleadersandofficersthroughDTWorkshopsoncostsharingbasis.Theobjectiveoftheprogrammeistoinspireandpromoteinnovationamongthecivilservantsbyfosteringcitizen-centricmindsetandattitude.TheCommissionhopesthattheDTcompetencieswillenhanceservicedeliverybyengagingcitizensintheservicedeliveryjourneyandco-createserviceexperiences-anewapproachtodeliverpublicservices.Itisbasedontheconvictionthatcivilservantsasserviceprovidersshouldfindvalueinmakingadifferenceinthelivesofserviceusers.Thekey idea is also to realise that if thingshave to improve, amindsetof continuousimprovementmustbe thedefaultmode -especiallywithaview tomakeservicesbetter,faster,andcheaper.

The23PMCcivilservantstrainedasMasterTrainersconductedaseriesofcascadingworkshops(trained114participants),publishedaDTGuidebookforBhutanandhavenowincollaborationwithGovernmenttoCitizen(G2C)officeandrelevantAgenciesworkedonthefollowingthreeprojectstoenhancetheG2Cserviceuserexperiencewhichareatvariousimplementationstages.

1. DesignThinkingProjecton“RuralTimber”:Inordertomaketheruraltimberservicesmoreuser friendlyandmoreefficient,a teamof6officials fromdifferentAgencieswereassigned.Theteamstartedworkingontheprojectstartingmidof2017andcompletedthisJune.TheprojectrecommendationswerepresentedtotherelevantstakeholderssuchasDepartmentofForestsandParksservice,MoAF,andPublicServices&GrievancesRedressalDivision(oldG2C)andRCSC.TheDTteamhighlightedaround20painpointsintheusersjourneybeforetheuserusestheG2Csystemtoavailthefinalservice.TheG2CteamwillengageDTtomaptheservicejourneyfromend-to-endbeforetheylisttheserviceunderG2Cdomain.

2. DesignThinkingProjecton“PatientwaitingexperienceatJDWNRH”:Patientwaitingtimeandexperienceat JDWNRHospital is anareawherepeoplegiveconstantfeedbackandcomplaints.Accordingly,JDWNRH,PSGRDandRCSC collaborated to work on solving the above mentioned problem. A



teamof8DesignThinkingMastertrainersandfocalofficersfromJDWNRHandPSGRDworkedontheprojectforalmost4monthsandpresentedthefindingstothekeystakeholders.Someoftherecommendationsarereadilyaccepted and implemented such as Doctor Appointment system whileotherrecommendationsarestillatdiscussionphaseasitinvolvespolicyandmonetaryinterventions.

3. Design Thinking Project on “Passport Services”. This project was laterdroppedastheimprovementinthepassportservicewasalreadyenhancedwithnewfeatures.

Inadditiontotheabovementionedprojects, thefollowingtwoprojectswerealsocompletedusingtheDesignThinkingtoolsandmethods:

1. DesignThinkingProject“Kolkatapatientreferralsystem”:Inordertouncovertheneedsandthestoryofourpatientsundergoingtreatment inKolkata,theRCSCinitiatedaDesignThinkingstudysometimeinDecember2017.Ateamof4memberswenttoKolkatatodeveloptheuserjourneymapandcollect data to uncover the user needs.Upon completion of the project,the recommendation were presented to key stakeholders. Following thepresentationof theReport to theRCSC,MoHand JDWNRHandno clearaccountabilityonthereferralsystemashighlightedinthereport,itisagreedthat JDWNRHwill takeover the responsibilitiesof referrals toKolkata. Inview of this, the Commission has directed JDWNRH to come upwith anoperationalplanattheearliest.

2. DesignThinkingProjecton“electronicpatient informationsystem(ePIS)”:UpontherequestoftheMinistryofHealth,ateamofDesignThinkingMasterTrainers were deputed to train and work together with the nominatedparticipants. As a part of the project, Phuentsholing, JDWNRH, GelephuCRRHandParoHospital staffwere interviewedandneedfindingprocesswascarriedoutindetail.Theteamhascompletedtheprojectandiswaitingtopresenttherecommendationstotherelevantstakeholders.

Further,RCSCincollaborationwithRIGSSandRIMhasinstitutedDTasaprogrammeinboththeinstitutes.Inaddition,toinstitutionalisetheDTinBhutan,RCSCimplementsannualDTworkshopsandmobilisesDTpractitionerstotakeupprojectsforimprovingpublicservicedelivery,whenrequired.

Way forward:

DesignThinkingcascadingworkshopsandDTprojectsareannuallyplanned in theRCSCAPT.Duringthefirstsixmonthsofthe2018-19,noactivitiescanbecarriedoutasnobudgetisallocatedforthisactivity.TheDTprogrammewillbeencouragedbytheCommissionsoastotrainandequipcivilservantswiththeDesignThinkingtoolswhichcanbeusedtoimprovetheservicedeliveryandfosterinnovationinoursystem.



TheDTcapabilitieswillenableserviceprovidersintheCivilServicetobeusercentricandaccordinglyhelpthemtodesignservicesthatwouldtakeintoconsiderationtheneedandenhancetheuserexperience.Goingforward,RCSCwillcollaboratecloselywithG2CofficetouseDTintheprocessofaddingnewservicesandimproveexistingservices.

TheRCSCwillalsocoordinatewiththeDesignThinkingMasterTrainersandfacilitatetheirservicesfortrainingandcarryingouttheprojects.

3.1.3.5 Space engineering under RGoB funding

Inordertobuildtechnicalexpertiseinthefieldofspaceandsatellitetechnology,theRoyalGovernmentdecidedtoparticipateinthe“BIRDS-2Project”whichisacross-border interdisciplinarysatelliteprojectfornon-spacefaringcountries.Theprojectaims to provide engineers and university students with hands-on experience andeducationinsatelliteengineeringandtechnology.Aspartoftheproject,thethreecivil servants are pursuingMaster in Space Engineering at KYUTECH, Japan underRGoBfundingandtheywillbecompletingtheirmastersby31March,2019.

3.1.3.6 New Scholarship by Japanese Grant Aid (JDS)

Bhutan will be receiving Japanese Grant Aid for Human Resource DevelopmentScholarship(JDS)from2019undertheGovernmentofJapanfunding.TheGovernmentofJapanwilloffer40postgraduateslotsinvariousfieldsofwhich36willbeMasterDegreesand4slotsforPhDinEconomicsovertheprojectperiodof4yearsfrom2019till2022.ThecandidatesareexpectedtobeenrolledinApril,2019.

TworoundsofmeetingshavebeenconvenedbetweentheJICABhutanOfficeandRCSC fromDecember 18-20, 2017 and February 1-2, 2018 respectively. Based onsuchmeeting,thefollowingwerefinalisedaspriorityareasforthescholarshipsbyAgencieswhichweregatheredthroughneedssurveycarriedoutbyJICA.

Table30:Prioritised Areas for Japan Government Scholarship

JDS priority Areas

JDS Development issues

Super Structure Group

Annual slots

parent Agency

Target Organisations

Super Structure Group parent Agency

EnhancementofPolicymakingcapacityforIndustrialDevelopment

1.1AgricultureandRuralDevelopment

2

1.TechnicalService(AgricultureandLivestockServiceGroup,andForestryandEnvironmentProtectionServicesGroup)

MoAF



JDS priority Areas

JDS Development issues

Super Structure Group

Annual slots

parent Agency

Target Organisations

Super Structure Group parent Agency

EnhancementofPolicymakingcapacityforIndustrialDevelopment

1.2IndustrialFoundationDevelopmentEconomicPolicyPublicPolicy/Administra-tion

2

1.AdministrationService,2.FinanceService,and3.TechnicalService(StatisticalServiceGroup)

Cross-sectoral

1.3 2 1.AdministrationService;and2.FinanceService

1.4

InfrastructureDevelopmentforSustainableEconomicGrowth

2

1.TechnicalService[Architectural,EngineeringandLandServicesGroup(i.EngineeringServices,ii.FarmMechanizationService,iii.GeologyandMinesServices,iv.HeritageSitesandConservationServices,v.Meteorology/hydrologyServices,andvi.UrbanDevelopmentControlServices)]

ReductionofVulnerability 2.1

Countermea-suresforCli-mateDisasterRiskManage-ment

11.TechnicalService(Architectural,EngineeringandLandServices)

TheprioritiesofthescholarshipmaybealteredbytheOperatingCommitteeoftheScholarshipdependingonthechangingneedsoftheCivilServiceduringtheprojectperiod.

TherenewaloftheprojectshallbedonebasedontheprogressofthescholarshipandchangingneedsoftheRGoB.Thescholarshiptargetscivilservantsonly.



3.1.3.7 Continuing Education (CE) for a First Degree

Grantingofstudyleavetopursuefirstdegree(Bachelor)forcivilservantswasrevisedinSeptember2014throughanotificationsothatthosewishingtoupgradeandpursueafirstdegreewillhavetodosoattheirowncosts,butwiththebenefitoftheirservicebeingprotectedandwithouthavingtotakeEOL.

The Commission learnt that majority of the civil servants completing the degreewerenotabletomakeitthroughtheBCSEwhichisarequirementaspertheCSAB2010toenterintoPMC.Therefore,thiswasasourceoffrustrationforthecandidateswhilecreatingahugefinancialburdenonthenationalexchequer.Inaddition,theirextendedabsencefromdutyhamperedthedeliveryofservicesandalsoputpressureformorerecruitment.

Postnotification(whichisnowincorporatedinBCSR2018),atotalof13civilservantswereapprovedstudyleave(fulltime)topursueBachelorcoursesduring2017-18ascomparedto27civilservantsin2016-17and40civilservantsin2015-16.

3.1.4 Status on Annual Scholarships Administered/Received by RCSC

The RCSC receivedmore than 41 scholarship offers in addition to the six regularscholarshipprogrammesasdetailedinTable31.

Thesescholarshipsareforboththecivilservantsandnon-civilservants(ifeligibleasperdonor’srequirement).ThecivilservantsalsoreceiveHRDsupportimplementedatAgency/MinistrylevelunderRGoBfinancinganddonorprojectsinadditiontotheabovescholarships.

Table 31: Details for Scholarships Administered by RCSC and Scholarship Offers received during 2017-18

Sl. no. Scholarship Stt

slots ltt slots

Six regular and major programmes (scholarship administered by RCSC)1 GoIPTA 4

2 Nehru-WangchuckScholarship(threeslotsforprivateandcorporateemployees) - 8

3 AAS 284 TICA 45 505 RGoB-RIMScholarship - 156 TrongsaPenlopScholarship(TPS) - 5

other programmes (scholarship received by RCSC)7 FulbrightScholarship(MasterDegree) - 1




slots ltt slots

8 InstituteofDevelopingEconomiesAdvancedSchool:IDEAS 1 -

9 InternationalVisitorsLeadershipProgramme 5 -10 HubertH.HumphreyScholarship - 2

11 Monbukagakusho:MEXT(Masters&Undergraduate),Japan - 6

12 Monbukagakusho:MEXT(Certificatelevelforteachers),Japan - 3

13 JapanInternationalCooperationAgency:JICA(GroupRegionandFocusedTraining) 33 2

14 MalaysianTechnicalCooperationProgramme:MTCP 1 -15 SingaporeTechnicalCooperationProgramme:SCP/SCPTA 13 -

16 TheNeighbouringCountriesEconomicDevelopmentCooperationAgency:NEDA 4 -

17 AnnualInternationalTrainingCoursesfor2017,TICA 66 -18 KoreaInternationalCooperationAgency(KOICA) 36 -19 GovernmentofItalyScholarship - 1

20CUHKCCOUC,HongKong-ChowTaiFookCharityFoundationPublicHealthScholarshipforMasterinPublicHealth

- 2

21 PrincessMahaChakriSirindhorn’sScholarship,Thailand - 1

22 ChulabhornGraduateInstitutePost-graduateScholarship:CGI,Thailand - 5

23 PrinceofSongklaUniversityScholarship,Thailand - Upto7

24

TCS-ColomboPlan:i.IndianForestryServicecourseii.IndianAdministrativeServicecourseiii.IndianAccounts&AuditServicecourseiv.IndianRevenueServicecourse(Tax&Customs)v.IndianForeignService

-----

2

2-3272

25

Master/PostGraduationintheSchoolofEcology&EnvironmentalStudiesandSchoolofHistoricalStudiesatNalandaUniversity,Bihar,India:GoI(Ambassador’sScholarship)

- 2

26 KeralaGovernment/CDSScholarshipforMA(AppliedEconomics):GoI - 5




slots ltt slots

27NorthSouthUniversity(NSU),Dhaka,BangladeshScholarshipMasterinPublicPolicyandGovernance(MPPG)

- 1

28 TemasekFoundationInternationalGovernanceandPublicAdministration(TFIGPA)programme Upto4 -

29 ColomboPlanandKDIScholarshipforMasterdegree,SouthKorea - Upto2

30 SAARCFRIScholarship - Upto10

31 MScDegreeinRehabilitationScienceatBangladeshHealthProfessionsInstitute,SAARCDevelopmentFund - Upto20

32 YoungLeaders’Programme2016forMasterDegreeinLaw(InternationalEconomic&BusinessLaw),Japan - Open

33 MatsumaeInternationalFoundationResearchFellowshipProgramme - Open

34 Master&PhDProgrammeatGRIPS,Japan - Open

35MasterdegreescholarshipundertheKDISchoolofPublicPolicyandManagement:KoreanGovernmentScholarshipProgramme(NIIEDGKS-KGSP)

- Open

36 SirindhornTechnologyScholarshipsFundforGraduateDegreeProgramme(Bachelor,MasterorDoctoralDegree) - Open

37 IndianTechnicalandEconomicCooperationProgramme:ITEC Open -

38 SAARCAgriculturalPhDScholarship - Open

39 PartialScholarshipfromCOMSATSInstituteofInformationTechnology(CITT),Pakistan - Open

40 NewZealandDevelopmentScholarship - Open41 GovernmentofBruneiDarussalamScholarship - Open42 SwissGovernmentExcellenceScholarship - Open

43 SwedishInstituteStudyScholarshipsProgramme(SISS)forMasterDegree - Open

44 CanadianScholarship - Open

45 TurkeyScholarshipsforUndergraduateandPostgraduateProgrammes - Open

46 FacultyofBioscienceEngineeringofGhentUniversityScholarshipsforMasterDegree - Open

47 AzerbaijanScholarshipsforUndergraduateandPostgraduateProgrammes - 7

total



3.1.5 undergraduate Scholarship programmes

RCSCincollaborationwithDAHEcontinuestoworktowardsplugginggapsinRGoB’stechnical expertise through strategically aligning undergraduate scholarships tothecriticalneedsoftheCivilService.Atotalof32undergraduateprogrammesareprioritisedfor2018intakewith92slots.ThesearecriticalHRrequirementswhicharenotreadilyavailableinthemarketorwhichcannotbemetthroughin-serviceHRDinterventions.

Table32:Undergraduate Scholarship Programmes

Sl.no. Course Slots1 MBBS i. FullScholarship 15 ii. PartialFunding(APEMS) 152 B.Physics 33 B.Mathematics 34 B.ScMeteorology 15 B.ScGeology 26 B.TechAutomobileEngineering 17 B.TechWaterEngineering 18 B.GeoInformationSystem 29 B.EBigData&Analytics 110 B.Statistics 711 B.Tech/B.ECivilEngineering 112 B.Tech/B.EMechanicalEngineering 613 B.ChemicalEngineering 114 B.TechMiningEngineering 215 BDS(B.DentalSurgery) 216 B.Pharmacy 317 B.BiomedicalEngineering 218 B.RadioImagingTechnology 219 B.Orthotic&ProstheticTechnology 120 B.Physiotherapy 221 B.MedicalLabTechnology 222 B.ClinicalPsychology 123 B.ScVeterinaryScience 224 B.ScDairyScience 225 B.ScBotany 126 B.ScBiotechnology 127 B.ScMicrobiology 1



Sl.no. Course Slots28 B.ScEnvironmentalScience 129 B.ScChemistry 230 B.AArchaeology 131 B.AEconomics 332 B.AEnglish 133 B.Com.Honours 1

total 92 Theseundergraduatesareearmarked for recruitment into theCivil Service for theyear2022onwardsdependingonthecoursecompletiondateandBCSEresult.Forprofessionswhicharecriticallyrequiredduetoacuteshortageofsupply,candidatesshallberecruitedoncontractiftheyfailtogetselectedthroughtheBCSE.However,RCSC reserves the right to refusal of employing the undergraduate scholarshipcandidatesintheCivilServiceifthereisnorequirement.

3.1.6 major hR Development issues

3.1.6.1 Lack of Consolidated Information on HRD Investment

Inthe11thFYP,atotaloutlayofNu.2.0billionwasallocatedfor implementingtheHumanResourceDevelopment(HRD)Plans.However,theplanremainedimplementedpartiallyas theamountallocatedwasnot secured.On theotherhand,during theentireplanperiod,theactualexpenditureincurredonHRDacrosstheCivilServicewasNu.4513.477MincludingapprovedbudgetofNu.977.55MfortheFY2017-18.ThedetailexpenditureonHRDevelopmentfor11thFYPisasdetailedbelow:

Table32:Overview of Human Resource Development Expenditure in 11th Five Year Plan

financial year

total ex-penditures RGoB funded Others (Projects/ Do-

nors)total expen-

ditures(in m)

expendi-tures (in m)

% of total expendi-

tures

expendi-tures (in m)

% of total expendi-

tures2013-2014 867.166 413.291 47.66% 453.875 52.34% 100%2014-2015 888.952 376.949 42.40% 512.003 57.60% 100%2015-2016 896.965 382.849 42.68% 514.116 57.32% 100%2016-2017 882.844 367.447 41.62% 515.397 58.38% 100%2017-2018* 971.155 324.355 33.40% 646.8 66.60% 100%

total 4,507.082 1,864.891 41.38% 2,642.191 58.62% 100%*Figures for FY 2017-18 is approved budget and not actual expenditures.



Bytheendof11thFYP,RGoBfundednot lessthan41%oftheHRDbudget i.e.Nu.1864.891Mannuallyonanaverageasexpendituresduringfiveyearswhilethe11thFYPHRDPlanremainedpartiallyimplemented.

The Commission is working towards consolidating the HRD budget informationfor the whole Civil Service during the 12th FYP through: (i) development of SOPsamongMoF,GNHCandRCSCforreviewingHRDproposals,and(ii)developmentofCompetencyFramework.ThiswillnotonlyresultinhavingconsolidatedHRDbudgetexpenditureinformationforthewholeCivilServicewhichwillfacilitatepolicylevelanalysisanddecisionmakingbutalsohelpaddressoperationalissuessuchasad-hocimplementationofHRDprogrammes (during themonths ofMay and June)whichhampersservicedeliveryespeciallyatLGlevel.ThisinitiativewillleadtoplannedHRDinterventionswithoutcompromisingontheHRDimplementationautonomygrantedtoAgencies.

3.1.6.2 LTT Focus on Specialisation as per Super Structure Framework vs Individual Aspiration

TomakeHRinvestmentsmorepurposeful,theCommissionisincreasinglyaligningtheLTTtospecialisationrequirementofAgenciesevenforthescholarshipssecuredbyindividualcivilservants.WiththeimplementationofSuperStructureFrameworkandinclusionofsuchalignmentrequirementintheBCSR2018,theCommissionexpectsgreateralignmentofLTTtospecialisationrequirementoftheRGoB.

3.1.6.3 Fund Management after Decentralisation of GoI-PTA Fund to LGs

DuringFY2016-17and2017-18,outof401.375Mapproved,Nu.166.66M(41.5%of the approved fund) was allocated to theDzongkhags to support the policy ofdecentralisation and ensure that the LGs drive the training needs.However, RCSCcontinuestofaceconstraintsinmonitoringandgeneratingtimelyreportonbudgetrelease,utilisationstatusandreasons.

BeforedecentralisationofGoIPTAfundtotheLG,therewasnoissueinascertainingtheactualfundreceipt,releaseandbalancesincetherewasonlyoneFIC(FICno.4029)forGoIPTAFundandoneLCaccountinnameofRCSC.However,afterdecentralisingfundtoLGs,theMoFcreated20additionalLCaccountsfor20Dzongkhagsbutunderthe sameFIC. Therefore, it is challenging for theRCSC tomonitor theactual fundreleaseandutilisationandithasdirectimpactontheRCSC.Forinstance,whenfundremainsunderutilisedevenasmallamountforfewAgencieswhenaddedcomestohugeamount.Someoftheissuesthatoccuredoverthelasttwofinancialyearsareasfollows:

1. TheRCSC took the initiative to seekpre-financing for20Dzongkhags andCentral Agencies to cut down administrative burden on theDzongkhags. However, questions of underutilisation of fund were raised as there wasa large fundbalanceunder theFIC4029.The fundbalanceunder theFIC



4029appearedlargeasitwasfor21LCs(20DzongkhagsandRCSC).AtanindividualAgencylevel,itwasactuallyminimal;

2. QuestionswerealsoraisedonthehugeoutstandingadvancesundertheFIC4029.Again,thelargeoutstandingadvancesunderFIC4029wasmadeupof theoutstandingadvances for21LCaccounts.Moreover, itwasdifficultfor theRCSC to followupwitheveryDzongkhag to settle their respectiveadvances;

3. The RCSC had committed to the Dzongkhags that the fund balance forthe FY 2016-17 canbe spilled over to the FY 2017-18. In this regard, theDzongkhags wereinformedtoincorporatethespilloverfundbutsomeoftheDzongkhags faceddifficulty in incorporatingthespilledover fundontimeandthishinderedtheRCSCincompilingtimelyreport;and

4. All thecashreceiptfromGoI isunderoneLCaccount(RCSC’sLCaccount)thoughtheactivitiesarebudgetedunder21LCaccounts(20DzongkhagsandRCSC).Thus,theMoFisnotinapositiontosegregatethecashreceiptsundereachAgencywhichresultsinoverreleaseofthefundtosomeDzongkhags. The issuewas resolvedbyMoFandRCSC immediatelyafterdetecting thedifferences.

Therefore,toaddresstheaboveissuesintheimmediatefuture,theRCSCisplanningtoproposethatfundsbedirectlyreleasedtotheDzongkhagsundertheirrespectiveFIC,ifpossible,insteadofmaintainingoneFICfor21differentLCaccounts.

3.2 human Resource management

TheHRMfunctionscoverstaffingreviewandpostcreation;recruitment;appointment;transfer; promotion; secondment; separation of civil servants and other alliedfunctions.AcorefunctionoftheRCSCistoproviderequiredstaffingtotheAgenciesasperplanwhilemaintainingasmall,compactandefficientCivilService.

3.2.1 Staffing & Structure Review

WiththemandateoftheCivilServiceAgenciesconstantlyexpanding,thereisconstantdemandforrestructuringoforganisationsalongwithadditionalstaff.RCSCisstrivingtoassessthenewstaffrequirementsinkeepingwithSOPsandTurnaroundTime(TAT)basedonthefollowingaspects:

1. MandateoftheAgency;2. Keyproducts,servicesandactivitiesoftheAgency;3. SOPandTATtodelivereachproductandservice;and4. Assessment of the total time required in delivering products and services

against the standard1,603hours in a yearandaccordinglydetermine themanpowerrequirements.

Assessmentofmanpowerrequirementbasedontheaboveprocessistediousbutisoneoftheprofessionalways.



Toalignstaffrequirementwithorganisationalmandatesandincreasingdemandforefficientdeliveryofpublicservice,structureandstaffingreviewforthefollowingfewAgencieshavebeencarriedoutduringtheFY2017–18.

Table33:Structure Review

Sl. no.

Ministries/Agencies Structure Changes Remarks

1MinistryofHomeandCulturalAffairs

DepartmentofImmigrationrestructuredfromoneDivisionandoneRegionalOfficeinThimphutothreeDivisionsandoneServicesbythe118thCommissionMeetingheldon28th November,2017:

1. ImmigrationServicesDivision2. VisaDivision3. InspectionandTrainingDivision4. NaturalizationandResidentPermit

Services

DepartmentofLocalGovernmentwasrestructuredfromtwoDivisionstothreeDivisionsandoneUnitduringthesameCommissionMeeting:

1. LocalGovernanceDevelopmentDivision2. CoordinationandCapacityDivision3. KnowledgeManagementDivision4. LegalandComplianceUnitunderLGDD

2MinistryofAgricultureandForests

RNRStatisticalDivisionwasestablishedundertheDirectorateServicesbythe103rd CommissionMeetingheldon18thJuly,2017acknowledgingtheimportanceofRNRstatisticsinplanningandachievingfoodselfsufficiency.

125thCommissionMeetingheldon26th February,2018dissolvedtheLivestockValueAdditionCenteratSerbithang.

DepartmentofAgriculturalMarketingandCooperativeswasapprovedtocontinueonregularbasisbythe129thCommissionMeetingheldon17thApril,2018inviewoftherenewedmandateandRNRmarketingpolicyinplace

3MinistryofInformationandCommunications

107thCommissionheldon22ndAugust,2017renamedTelecomDivisionasTelecomandSpaceDivision



Sl. no.

Ministries/Agencies Structure Changes Remarks

4 MinistryofHealth

MenjongSorigPharmaceuticalswasofficiallydelinkedfromCivilServicewiththeseparationof54civilservantsw.e.f.15thApril,2018

5 MinistryofFinance

The124thCommissionMeetingheldon20thFebruary,2018upgradedtheRevenueIntelligenceUnittoDivisionlevel

6 MinistryofEconomicAffairs

115thCommissionMeetingheldon7th November,2017approvedtherenamingofProjectCoordinationDivision(PCD)toIndustrialPlanningandCoordinationDivision(IPCD)

7 MinistryofForeignAffairs

RoyalBhutanConsulateOfficewasestablishedinGuwahatiandwasendorsedbythe107thCommissionMeetingheldon22ndAugust2017

8 Dzongkhags

DzongkhagHumanSettlementSectorisnowrolledoutineveryDzongkhagbythe130th CommissionMeetingheldon24thApril2018acknowledgingtheneedforproperplanninganddevelopmentofhumansettlements

9 PhuentsholingThromde

LandandSurveyServicesunderPhuentsholingThromdeisreviewedwherebytheGISSection,LandRecordSectionandSurveySectionisputunderit

10 ICTClusterServices

InordertooptimallyusetheICTpersonnel,enhancelearning,creativityandknowledgesharingandimproveICTservices,theICTClusterServiceswasoperationalisedforGelephuThromdeandMonggarDzongkhag afterthereviewofoneyearpilotphase

11

CivilServiceSocietyOrganisationsAuthority

StructureofCSOAunderMoHCAheadedbyChiefProgrammeOfficerwithcreationofSecretarialServices,RegistrationandCoordinationUnitandComplianceandInquiryUnit



Table34:Staffing Review

Sl. no

Ministries/Agencies Staffing Changes Remarks

1MinistryofAgricultureandForests

OneposteachforChiefStatisticalOfficerandGISOfficerwerecreatedforRNRStatisticalDivisionbythe103rdCommissionMeetingheldon18th July,2017

OneAdmin.Asstt.postwascreatedforPPDbythe105thCommissionMeetingheldon8th August,2017

WiththedissolutionoftheLivestockValueAdditionCenterbythe125thCommissionMeetingheldon26thFebruary,2018,fourpostsofLivestockProductionOfficersandoneLivestockProductionSupervisorwerealsodissolved

2 MinistryofForeignAffairs

RBCGuwahatiwasestablishedandfollowingpostswerecreatedbythe107thCommissionMeetingheldon22ndAugust2017:

ConsularGeneral–1PersonalAssistant/AdminAssistant–1Vice/Consul–1Administrative/FinanceOfficer–1Receptionist–1Messenger–1Sweeper–1

132ndCommissionMeetingheldon8thMay,2018dissolvedthepostofoneAdministrativeOfficerandredistributedtheworkloadtootherstaffinAFD

3 Tashichhodzong GardenProject

The128thCommissionMeetingheldon10thApril,2018approvedtheadditionalpostcreationforTashichhodzongGarden’sProjectasspecifiedbelow:

AccountsAsstt.–1Admin.Asstt.–1Technicians(Plumber)–2ESP–26



Sl. no


4 MinistryofEducation

OnepostofAdmin.AssistantwascreatedinHRD,MoEasapprovedby110thCommissionMeetingheldonSeptember12,2017(114thCommissionheldon17thOctober2017)

132ndCommissionMeetingheldon8thMay,2018approvedpostcreationofeightTechniciansintheChumeyCS,BabesaMSS,BaylingCS,RangjungCS,KhuruthangMSS,GelephuHSSandPunakhaCSwiththeretentionoftheincumbentofficialsinviewofTVETprogrammesofferedintheseschoolscurrently

5MinistryofHomeCulturalAffairs

OnepostofcuratorisapprovedforTrongsaMuseumbythe108thCommissionMeetingheldon31stAugust,2017

5additionalpostsforMuseumAssistantswerecreatedforNationalMuseum,Paroby110th CommissionMeetingheldon12thSeptember2017 OnepostofChiefImmigrationOfficeriscreatedforonenewImmigrationDivisionbythe118th CommissionMeetingheldon28thNovember,2017 Ofthe205positionsofGAOs,30areapprovedtobefilledbyPGDPAgraduatesinstrategicandsensitivelocationsbythe118thCommissionMeetingheldon28thNovember,2017

6MinistryofInformationandCommunications

107thCommissionMeetingheldon22ndAugust,2017reviewedthestaffingofICTManagementDivision,reducedonepostofICTOfficerandfromthefourICTOfficers,twoareconvertedtoProgrammeOfficerstoberecruitedoncontract



Sl. no


7 MinistryofHealth

EightpostsforMenpasarecreatedforthenewIn-patientDepartment,NTMHbythe109th CommissionMeetingheldon5thSeptember,2017

OnepostforResearchofficer(Botanist)forDepartmentofTraditionalMedicineServiceswascreatedbythe120thCommissionMeetingheldonDecember25,2017toberecruitedoncontract

8 MinistryofFinance

OneLegalOfficerpostapprovedunderGPPMD,DNPwastakentoLegalServices,Directorate,MoF

FollowingupgradationoftheRevenueIntelligenceDivision,the124thCommissionMeetingheldon20thFebruary,2018createdsixpostsatPMCandoneatSSClevel

10BhutanHealthandMedicalCouncil

OneICTTechnicalAssociateforBHMCwasapprovedbythe16thCommissionMeetingheldonNov14,2017

11 Anti-CorruptionCommission

ThreepostsofPersonalAsstt.forACCwasapprovedbyCommissionduringits127thMeetingheldonApril3,2018forthethreeDepartmentsunderACC

12

CentreforBhutanStudiesandGNHResearch

OneTechnicianeachforCBS&GNHRwasapprovedbythe127thMeetingheldonApril3,2018

13 DratshangLhentshog

TwoEnglishTeachers,oneICTTechnicalAssociate,twoLibraryAsstts.,twoTechniciansandthreeAsstt.InstructorsapprovedfortheThegchhogNamdrolUgyenChholingMonastery,Monggarbythe123rdCommissionMeetingheldonFeb13,2018

14

CivilServiceSocietyOrganisationsAuthority

OneLegalOfficer,andtwoProgrammeOfficersapprovedbytheCommission



Sl. no


15 ThimphuThromde

OneAdmin.Asstt.undertheHRServiceswasapprovedbytheCommission

3.2.2 Decentralisation of HR functions

The 105th Commission held on 8th August, 2017 approved decentralisation of therecruitment of OC staff fully to the Agencies against the approved posits whileRCSCwillbe intimated forEmployee IDgeneration in theCivilService InformationSystem.Further,standardsforESPandGSPwasdevelopedfordifferentservicesandrecruitmentof such staffhas been fully decentralised to theAgencies against theapprovedpostsbythe111thCommissionheldon19thSeptember,2017.

3.2.3 Recruitment

In order to ensureproper successionplanning in theAgencies and to replace theannual separations, RCSC recruited 721 regular civil servants and 955 contractemployeesduringthepastoneyear.ContainingrecruitmentnumbercontinuestobeachallengewithconstantdemandfromAgencies.ThesummaryoftherecruitmentbyPositionCategoryandGenderisshownintheTablebelow.

Table35:Recruitment by Position Category and Gender

Position Category male female totalExecutiveandSpecialists 2 0 2Professional&Management 453 392 845Supervisory&Support 347 280 627OperationalStaff 154 48 202

total 956 720 1,676

3.2.3.1 Entry Rationalisation

In the attempt to further rationalise the entry Position Level for the PMC and toupholdtheprincipleofequalpayforequalvalueofwork,theentryPositionLevelforDietician/Nutrition,AssistantDzongkhaHealthOfficer,AssistantLaboratoryOfficer,andAssistantLibrarianwerefixedatP5levelfromP4Levelaftervettingtheworkloadofsuchpositions.

3.2.3.2 Graduate Recruitment Prioritisation

Inorder to containunprecedentedgrowthofCivil Service in a year,RCSC reviewsannualregularrecruitmentintotheCivilServiceinthemonthofJuneeachyearbasedonthefollowingparameters:



1. Availabilityofthevacancies;2. AnnualrecruitmentplanoftheAgencies;3. Actualattritioninthelastoneyear;4. Newrecruitsoncontractinthelastoneyear;and5. NewemployeesfromotherAgenciesonlateraltransfersinthelastoneyear.

Whilethenaturalpopulationgrowthishigherthan1.3%,thestatisticsshowsthatCivilServicegrowsat2.67%rateannuallyincludingcontracts.TheCommissionattemptstocontainthegrowthat2%annually.

3.2.3.3 PMC Recruitment Projection till 2030

Table36:PMC Recruitment Projection till 2030

Sl. no

Super Structure 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

1 Administra-tionService 40 40 40 40 40 40 40 40 40 40 40 40

2 FinanceSer-vice 30 30 37 37 37 37 37 37 37 37 37 37

3 TeachingService 459 485 485 485 485 485 485 485 485 485 485 485

4 TechnicalSer-vice(Law) 10 10 11 11 11 11 11 11 11 11 11 11

5 TechnicalService 304 158 158 158 158 158 158 158 158 158 158 158

totAl 843 723 731 731 731 731 731 731 731 731 731 731

The above recruitment projection is based on the number of approved positionsin the Civil Servicewith an attrition rate of 2.12% excluding superannuation. Thenumber projected for the Administrative Service is slightly lower than the actualnumberdeterminedduetotheassumptionsmadethatcertainpositionswillbefilledbycontractstaff.Further,thenumberprojectedfortheTeachingServiceis10percentlessthantheactualnumberdetermined,giventhepolicytorecruit10percentoncontracteveryyear.

TheprojectionascomparedtowhathasbeenreflectedinthelastAnnualReportisslightlychangedforcertainSuperStructuregroupingsduetothefollowingreasons:

1. PostcreationanddissolutionoverayearforvariousAgencies;2. Conversionofpositionstomultipleentry.AuditorpositionsfilledbyFinance

ServiceinitiallyisnowfilledwithcivilservantsfromacrossallSuperStructureGroupingexceptTeachingService;and

3. CategorisationofCulturalOfficersandDTSecretaryfromAdministrationtoTechnicalService.



3.2.4 Professionalisation of TVET Sector

The Position Titles for Instructors are changed as specified below by the 109th

Commissionheldon5thSeptember,2017.

Table37:Position Titles Remapped for TVET Sector

Support and Supervisory Category professional and management CategoryExisting Position

titleRemapped Position

titleExisting Position

titleRemapped Position

titleJr.Instructor MasterInstructor Sr.InstructorI Sr.LecturerJr.InstructorI SeniorInstructor Sr.InstructorII LecturerJr.InstructorII SeniorInstructorI Sr.InstructorIII AssociateLecturerJr.InstructorIII Instructor Instructor AssistantLecturerIJr.InstructorIV Asst.InstructorI AssistantInstructor AssistantLecturerIIJr.InstructorV Asst.InstructorII

The125thCommissionheldon26thFebruary,2018endorsedthetwo-yearCertificatefrom National TTI/VTIs as equivalent to Class XII. However, the recognition is tobe pegged only for Civil Service positions which are skills based i.e., positions ofJr. Engineer, Building Inspector, Asstt. Instructor II (Technical); Draftsperson, GISTechnician,FireandRescueForeman.

3.2.5 Support to local Government

Ofthe205GAOpositions,30areapprovedtobefilledbyPGDPAgraduatesinstrategicandsensitivelocationsinkeepingwiththedecisionofthe118thCommissionheldon28thNovember,2017.

TheToRofthePlanningOfficer,DTSecretary,DzongkhagICTOfficer,CulturalOfficer,Dzongkhag Health Officer, Dzongkhag Legal Officer and Dzongkhag Engineersare being reviewed. Their additional responsibilitiesworking as focal for differentmandatesofCentralAgenciesarebeingacknowledgedandaccordinglyincorporatedintheirrespectiveToRs.

Recognisingtheneedtopreserveandpromoteourcultureandtraditionalvalues,the109thCommissionheldon5thSeptember,2017changedtheSuperStructuregroupofCulturalOfficersfromAdministrativeServicetoDzongkhaTechnicalService.ThisgrouphasapropergroundinginthetraditionalcultureandvaluesintheirundergraduateprogrammesunliketheAdministrativeServicegroup,whichiscompositeofmostlygeneralgraduates.



3.2.6 Redeployment of excess Civil Servants

Theremaining60excessstaffoutoftotal261staffreportedlastyearasaresultofstaffingandODExercisehavebeenredeployed.However,duringthisreportingperiod,RCSC foundout that therewere135Technicians in schoolswithout theapprovedpostsinthe11thFYP.Outof135Technicians,54havebeendeployedintheTechnicianpositionsonly.Currently,40TechnicianshavebeenretainedagainstthepositionsofAdministrativeAssistants,LaboratoryAssistants,LibraryAssistants,andStoreKeepersintheschools.Intheevent,thereariseaneedforTechnicians,thecandidateswillbeaccordinglyredeployedinfuture.Theremaining41staffareyettobedeployed.RCSCinconsultationwithMoLHRisexploringthereskillingstrategyfortheremainingTechnicianssothattheycanbegainfullyemployedintherequiredpositions.

3.2.7 Promotion

Asanintegralpartofperformancemanagement,promotionsareawardedtorewardandmotivatehighperformingcivilservants.Thisprocessofreview,discussionandfinalawardisimplementedtwotimesinayeari.e.,inthemonthofMayandOctober.Normally,meritoriousoroutofturnpromotionbyoneyearorsixmonthsisgrantedto civil servants performing above and beyond the call of duty. A total of 53 civilservantsreceivedmeritoriouspromotion.

Duringthereportingperiod,atotalof4,557civilservantsreceivedvariouscategoriesofpromotions.Ofthetotalcivilservantspromoted,1,962ofthecivilservantswereunderSSC,2,315underthePMCand282underOC.

Table38:Promotion of Civil Servants by Position Category and Type

Sl. no Position category

Promotion TypeSpecialist

(p1) meritorious Broad Banded

fast Track

Grand total

1 Professional&Management 118 40 2,155 0 2,313

2 Supervisory&support 0 12 1,948 2 1,9623 Operational 0 1 281 0 282

Grand total 118 53 4,384 2 4,557

3.2.8 transfer

TheCommissionaspartofthereformontransferhasnowreviewedtheconceptofvulnerablepositionsandmadeageneralruleofhavingtoserveaminimumoffiveyearsbeforeanytransfer.Further,freshcivilservantsarenowrequiredtoserveaminimumof three years in their initial appointment and place of posting. Parent Agenciesarenowrequiredtodevelopfairandtransparenttransferguidelinesalignedtothe



provisionsoftheBCSR,whichshallbeendorsedbyRCSC.ParentAgenciesarenowrequiredtoplantheirtransferatleastsixmonthsinadvanceinconsultationwiththeWorkingAgencies.TheCommissionhasnowdecidedtomaintainanInterimTransferList for thosewho are displaced on completion of term/assignments inMissions/Embassies/ConsulateOfficesandsecondmenttermonGovernmentinterest.Intheearliersystem,thesecategoriesofcivilservantswerelistedunderWaitingList.Thefollowingprovidesthedetailsof118transfersimplementedinthelastoneyear: Table39:Details of Transfers Implemented

transfer type Position Category

no. of transfers executed

Inter-AgencytransferwithoutchangeinPositionTitle

PMC 7SSC 21OC 4

Inter/intraAgencytransferinvolvingchangeinPositionTitleandMOG

PMC 37SSC 24OC 1

Inter/intraAgencytransferinvolvingonlychangeinPositionTitleandnotMOG

PMC 14SSC 10

total 118

3.2.9 Separation

Atotalof847civil servants (2.92%of total)wereseparated fromtheCivil ServiceunderdifferentcategoriesofseparationasshownintheTablebelow.Thevoluntaryresignationaccountedfor62.57.40%ofallseparation.

Table40:Separation of Civil Servants by Separation Type

Separation Type male female totalVoluntaryResignationP1&below 318 212 530SuperannuationP1andBelow 116 17 133Death 42 5 47EarlyRetirementScheme 34 9 43ContractTermination 26 14 40De-link1 23 9 32CompulsoryRetirement 9 1 10Termination 8 8Cancel/WithdrawalofAppointment 3 1 4

total 579 268 847Note: 1Menjong Sorig Pharmaceuticals under the Department of Traditional Medicine Services, Ministry of Health has been separated.



3.2.10 International Volunteers

Volunteers remain an extremely important resource and their services haveaugmentedshortagesofskillsandexperience inselectiveandhighlytechnicalandprofessional fields in the Civil Service. Volunteers also help to promote Bhutan’srelationswithitsdevelopmentpartners.Asofnow,theRGoBreceivesinternationalvolunteersfromfourprogrammesstatedintheTable41below.Currently,thereare96internationalvolunteersinBhutanontimeboundcontractasdetailedbelowunderfourInternationalVolunteerProgrammes.

Table41:Number of International Volunteers in Bhutan

Sl. no. programme total

1 JapanInternationalCooperationAgencyVolunteers(SeniorandJuniorVolunteers) 61

2 AustralianVolunteersforInternationalDevelopment(AVID) 163 BhutanCanadaFoundation(BCF) 104 FriendsFromThailand(FFT) 9 total 96

3.2.11 Secondment

TheRCSC, in promoting the interest of theRGoB and fulfilling its obligations as amember of various international and regional bodies, deputes civil servants onsecondment outside the Civil Service. Secondment also helps civil servants gaindiverseknowledgeand skills.During the reportingperiod,15civil servantsareonsecondmenttothefollowingAgencies.

Table42:Secondment to Different Agencies

Sl. no. Agency total1 RoyalUniversityofBhutan 12 RENEW 23 BorderPatrolForcesSchools,NorthThailand 34 WorldHealthOrganisation 25 BhutanOlympicCommittee 16 AbilityBhutanSociety 17 YouthDevelopmentFund 38 SouthAsianRegionalStandardsOrganisation(SARSO) 19 DungsamCementCorporationLtd. 1



3.2.12 Report on Drug test

Drugtestwasconductedforthe323selectedcandidatesintheSSCasspecifiedbelowon21-23November,2017atthebasementofDepartmentofCulture,MinistryofHomeandCulturalAffairs:

Table43:Number of Selected Candidates by Agency

Sl. no. Agency total1 MinistryofAgricultureandForests 332 MinistryofEducation 443 MinistryofEconomicAffairs 64 MinistryofFinance 575 MinistryofHealth 1086 MinistryofHomeandCulturalAffairs 137 MinistryofInformationandCommunications 118 MinistryofLabourandHumanResources 59 MinistryofWorksandHumanSettlement 1010 Anti-CorruptionCommission 211 Judiciary 1212 OfficeoftheAttorneyGeneral 413 NationalCentreforHydrologyandMeteorology 814 NationalLandCommission 915 NationalStatisticalBureau 1

total 323

3.2.13 eSp and GSp Standards established and Decentralised

RecruitmentofESPandGSPhasalwaysbeendecentralisedtotheAgenciesbasedonnumbersapprovedbyRCSCintheabsenceofHRnormsandstandards.ESPandGSPareoutsideCivilServicebutmanagedasperESPandGSPChapterintheBCSR.TherewereneitherapprovednumbersnorstandardstoguideAgenciesduringthe10thFYPandearly11thFYP.AgenciesrecruitedESPandGSPoncasebycasebasisapprovedbyRCSCwithoutareliableservicestandards.

WhileCivilServiceendeavorstooutsourcetheESPandGSPfunctions,sectorwisestandardshavebeendevelopedandapprovedbythe11thCommissionMeetingheldon19thSeptember,2017forAgenciestorecruitandmanageESPandGSP.Withthis,theAgenciescandirectlyrecruittheESPandGSPbasedonstandardsapprovedbyRCSC.



3.2.14 Officer on Special Assignment

WiththelaunchofSuperStructurereform,theCommissionalsoinitiatedanOfficeronSpecialAssignment(OSA)schemewhichallowsmovementofcivilservantsfromoneSuper Structure toanother Super Structuregroupwhen there is requirementof their expertise for a fixed termof three years. Therefore, two suchOSAswereimplemented i.e. one from Finance Service to Environment Technical Service andanotherfromTeachingServicetoDzongkhaTechnicalService.

3.2.15 Parent Agency Framework

Parenting of different occupational groups by certain key Agencies is furtherstrengthenedwiththeobjectivesto:

1. Enhance the Royal Government’s decentralisation policy by empoweringWorkingAgencies;

2. Professionalisethespecificprofessionthroughproperplanning,managementandprofessional/capacitydevelopment;and

3. EnhanceclarityandstreamlinespecificHRrolestoavoidduplicationsbetweenParentAgenciesandWorkingAgencies.

HRfunctionssuchasrecruitment,promotionandlongtermtraining,whichinitiallywere reviewed and routed via Parent Agencies, are now delegated fully to theWorkingAgencies.Underthisinitiative,DzongkhagadministrationinparticularhasenhancedauthoritytoundertakeHRfunctionslikeanyotherWorkingAgencieswhichwasmissingintheearliersystem.However,keystrategicrolesatthemacrolevelisstillretainedwiththeParentAgenciesamongstwhichdevelopmentofcompetencyframeworkandtransferguidelineswiththemandatoryplanningofsixmonthsahead.Thesewill help improve theproductivity, performanceand servicedeliveryof theorganisations.

3.2.16 Health HR Standards for Jigme Dorji Wangchuck National Referral Hospital

JigmeDorjiWangchuckNationalReferralHospitalhasbeenfacingshortagesandotherchallenges related tohuman resources and therefore, theCommissiondecided toestablishandfollowbasicstandardtodeterminetherequirementstowardsachievingthefollowingobjectives:

1. FacilitatesoundHRplanningofrequiredhumanresourcesfortheHospital;2. EnsureproperrecruitmentbasedontheactualrequirementoftheHospital

andchangingneeds;and3. EnsureproperplanningoftheHRDrequirements.

WhiledevelopingtheHRstandards,RCSCmetwitheachclinicalDepartmentinordertounderstandthegroundrealitiesandfinallythefollowingapproachesareconsideredtodeterminethestandards:



1. IdentificationoftheservicesprovidedbyeachDepartmentinconsultationwiththem(e.g.OPD,IPD(wards,ICUs),OT,etc,);

2. Number of OTs and workstations for those Departments whose HRrequirementisworkstationdriven;

3. Reviewoftheprocessfordeliveringeachservice;4. Timetakentodelivereachservice;5. IdentificationofthetypeofdifferentHRrequirementstodelivereachservice;6 Equipment/machinesused;7. TimetakenbyaDoctorforeachpatient;and8. Number of patients who have visited the Departments in the past years

(caseloadinpreviousyearsandthegrowthinnumberofcasesannually).

Accordingly,thefollowinggeneralstandardwasdeducedbasedonthetimetakenbyaDoctorforeachpatient;theproceduresinvolved;thenumberofdaysspentinOTandthehourstakenforcarryingoutwardrounds:

1. GeneralSpecialists:1Specialist:105patientsinaweek;and2. Sub-Specialists:1Sub-specialist:60patientsinaweek.

ThedetailsofthestandardsforeachclinicalDepartmentareprovidedinAnnexureV.

3.2.17 para Regular employees

Besides the regular civil servants, there are para regular employees to undertakespecialtaskswhoareneitheraccountedasregularnorascontractcivilservants.352pararegularsarewiththeMinistryofFinanceandanotheronewiththeMinistryofHomeandCulturalAffairs.WithCommission’srecentknowledgeonthepararegulars,theircaseisbeingtakenupwiththeMinistryofFinance.

3.3 human Resource Audit

TheHRAuditwasinstitutedin2012aspertheCSAB2010.TheHRauditingensurescomplianceanduniformapplicationoftheCSAB2010andBCSRtowardsimprovingHR standards andpractices across all Civil ServiceAgencies.Asper theworkplanapprovedbythe119thCommission,HRauditingshallbecarriedoutafteraminimumof two years in the Ministries; three years in the Dzongkhags; and five years inAutonomousAgencies.

A total of 24 Agencies have been audited including Ministries, Agencies andDzongkhagsasfollowsasonJune,2018:



Table44:Summary of Agencies Audited

Sl. no. Agency no. of Agencies Audited1 Ministries 102 Dzongkhags 83 AutonomousAgencies 6

total 24

An acceleratedHR auditing exercise is being carried out across Civil Service in 46Agencieswhich is tobecompletedbyDecember2018.Thisexercisewill ensureaminimumoftwoyearsgapismaintainedfromthelastauditingperiod.TheareaofHRAuditingisfocusedonpromotion,recruitment,HRCandEOL.

3.3.1 Strategic human Resource Audit

The strategic HR Audit was conducted from 2016 onwards and completed in 12Agencies till date. The exercise assessed the strengths and weaknesses of theHR Division/Service and its functions vis-a-vis the needs of the staff. The DesignThinkingmethodologywasapplied tounderstand theuserneeds through surveysand interviews.Basedon theuserneeds, recommendationswere co-createdwithAgency’sHROfficersandstaff.Accordingly,theprototypesaredesigned.

3.3.1.1 Some of the cross cutting recommendations implemented in 12 Agencies are:

1. DevelopedHRinternalprocess,outliningastepbystepprocessfortheentireHRactionsstartingfromrecruitmenttillseparation.Suchasysteminplace,ensuresguidanceforthenewHROfficerstoeasilycarryouttheHRfunctionsandbringcontinuityintheHRsystemsandprocesses.ItincludesthedelegationofauthorityamongHRCommittee,HROfficersand Administrative Assistants allowing HROfficers to focusmore onstrategicworkbydelegatingroutineworkstoAdministrativeAssistants;

2 DevelopedHRexternal processes, outlining the roleofHRDivisions/Services,individualcivilservants,Departments/SectorsandspecifyingthedocumentsrequiredtoavailHRservices;

3. Set upHRGoogle Calendar to ease the dailywork ofHRDivision. ItprovidespopupremindertoHROfficersfromtimetotime;

4. Standardised the Letter of Awards (LoA). The LoA requires to sharethree things they have learnt from the training/meetings with theirrespectiveDivisions/Sectorsandspecifiesdocumentstobesubmittedafterthetraining;

5. To ensure graceful exit, civil servants due for superannuation areinformedprior to sixmonths. An exit interview is conducted byHROfficerstofurtherimprovetheHRsystemintheorganisation;

6. Inordertomakethesuperannuatingcivilservantfeelvalued,aportfolioofthecivilservantispostedonthewebwithanoteofappreciationforthelongservicerendered;



7. Restructured thepromotionnotificationby attaching the list of civilservantsdueforpromotionensuringthatcivilservantsdonotloseoutontheirpromotion;

8. Thepromotionlistarepostedonthewebtorecognisethepromotedcivilservants;

9. Openscholarshiplinksaresharedwithintheorganisationstoencouragetheindividualstakeinitiativesfortheirownprofessionaldevelopment;

10. DevelopedHRCAgendaTemplate and institutedtheusageofgoogledocforHRCMeeting;

11. Developed Handing-Taking-Over Form for transfer of workresponsibilitiesandequipmentsoastoensurecontinuityofworkandindividualaccountability;and

12. E-documentationofallofficialcorrespondencesandE-PersonalFilesforeasyaccessandfuturereference.

Inaddition,aspartofstrategicaudit,capacitybuildingofHRDivisions/Serviceswascarriedoutbyinvolvingthestaffintheentireprocessofstrategicauditing.Theyareequippedwithbasicskillstoanalysedataandgeneratereportsusingpivottableandconditionalformatting.

3.3.2 Compliance human Resource Audit

Thecomplianceauditisconductedtoidentifygapsandlimitationsbasedonwhichappropriate interventions are recommended.HR audit not only identifies gap butalsohighlightspositiveobservationsandgoodpractices,ifany,intheauditreport.

Table45:The summary of the Agencies with HR actions audited for FY 2017-18 are as follows:

Sl. no. Agency HR Actions number of Cases

reviewedmajor

Observations

1 MinistryofEducation

Promotion 654 9 Training 1,817 22Recruitment 405 HRCMinutes 103 EOL 27 1Separation 13

2 MinistryofFinance

Promotion 983 5 Training 1,263 Recruitment 104 HRCMinutes 79 EOL 34 4 Separation 176 3




reviewedmajor

Observations

3 MinistryofHealth

Promotion 1,506 6 Training 2,595 71Recruitment 1,264 HRCMinutes 159 EOL 122 Separation 42

4 MinistryofLabourandHumanResources

Promotion 408 3Training 578 10Recruitment 70 HRCMinutes 147 EOL 23 Separation 80

5MinistryofInformationandCommunication

Promotion 499 8Training 1,479 66 Recruitment 190 HRCMinutes 337 EOL 12 Separation 121

6 ThimphuThromde

Promotion 1,218 6 Training 972 15Recruitment 72 HRCMinutes 63 EOL 205 3Separation 308 1

7 ThimphuDzongkhag

Promotion 449 3Training 195 Recruitment 71 HRCMinutes 103 EOL 56 Separation 129

8 SamtseDzongkhag

Promotion 1,014 2Training 365 Recruitment 383 HRCMinutes 95 EOL 49 Separation 59




reviewedmajor

Observations

9 PhuentsholingThromde

Promotion 415 1Training 308 12Recruitment 25HRCMinutes 41EOL 31 Separation 47

10 Haa

Promotion 409 2Training 109 3Recruitment 100 HRCMinutes 146 EOL 23 Separation 120

Someofthepositiveobservationsandrecommendationmadeare:

1. Upgradationof24GSPIItoGSPIwhospentmorethan5years;2. Paymentofannualincrement(personalpay)tofivebasicoperatorswhohave

reachedthehighestpayceilingdependingontheirperformanceandsubjecttoHRCapproval;and

3. Ministrytorefundtheadditionalamountpaidbythecivilservantsfortrainingobligationnotserved.

SomeofthegoodpracticesobservedintheAgenciesauditedareasfollows:

1. WeeklyHRCMeetingsareconducted;2. HRDivision/Sectionnotifiestheindividualcivilservantsdueforpromotion;3. HRSrendersnecessarysupportduringthedeath/demiseofrelatives inthe

Dzongkhags;4. Presentation to HRC on individual civil servants due for broad banded

promotionswithinformationsuchasadverserecord,EOLandLTT;5. Trainingnominationssubmittedwith the traininghistoryof thenominated

candidate;6. OnlinegrievanceredressalinstitutedonDzongkhags’websites;7. InitiatedinternaltimelineformeritoriouspromotionbeforeRCSC’sdeadline;8. JobdescriptionwereattachedwithPEformsforpromotion;9. HRCminutes are compiled into booklet on annual basis for proper record

keeping;and10. Farewelldinneriscoordinatedforallsuperannuatingcivilservantsirrespective

ofthepositionlevelandgiftsoftheirchoicearegivenwithNu.5,000asthecapping.



SomeofthemajorHRauditobservationsare:

1. Civilservantspromotedwithoutmeetingperformanceanddurationcriteria;2. CivilservantspromotedwhileundergoingLTT;3. CivilservantsavailedEOLwithoutfulfillingstudyobligation;4. CivilservantsavailedstudyleavewithoutfulfillingEOLobligation;5. CivilservantsavailedEOLwithoutcompletinginitialdurationoffiveyears; Accumulationofearnedleaveof2.5dayspermonthfortrainingperiodmore

thanamonth;6. PoordocumentationandrecordsacrossAgencies;and7. Civilservantsarekeptbeyondtheirsuperannuationage.

3.3.3 human Resource Audit manual

TheHRAuditManualwas launchedalongwithBCSR2018ason1st January,2018.With the HR AuditManual in place, a system is set upwhereby the institutionalmemoriesaredocumented.TheManualoutlinesthestepbystepprocessalongwithdesignedtemplatestoenableanynewHROfficersinHRADtocarryoutauditingintheMinistries/Agencies/Dzongkhags.

3.4 Bhutan Civil Service Examination Civil Service recruitment examination for university graduates was introduced asfarbackasin1983withtheobjectiveofinstitutingaproperselectionsystembasedon meritocracy. Over the years, the recruitment and selection system has beenstrengthened to attract and select the best and the brightest graduates throughhealthy and fair competition for appointment in the Civil Service based on theprincipleofmeritocracy.

In 2017, a total of 3,884 graduates initially registered online out of which 3,409actuallyappearedthePreliminaryExamination(PE)conductedinAugust2017.While1,025graduatesobtained50%andqualifiedfortheMainExamination(ME),only957graduatesappearedtheME.Ultimately,399graduateswereselectedbasedontherequisitionsubmittedbytheMinistriesandAgenciesandinlinewiththeapprovedstaffingthebreakdownofwhichisasfollows:



3.4.1 Recruitment of Bhutan Civil Service Examination Selected Graduates

Table46:Number of Graduates Selected by Category of BCSE

Sl. no. Category of BCSe no. of Graduates Selected

1 AdministrativeService 402 FinanceService 303 EducationService 116

4 TechnicalServiceincluding10PGDNL&fiveDzongkhaGraduates 204

total 399

While194graduatesunderthetechnicalcategorywereappointedwitheffectfrom1st January, 2017, 196 graduates are currently undergoing one-year mandatoryPostgraduateDiplomaProgrammesinPublicAdministration,FinancialManagement,NationalLaw,andEducationinRIM,ParoCollegeofEducation,andSamtseCollegeofEducationrespectively.

TheRCSCdidnotconductexamination for theB.Ed.graduatessince therewasnosupply of graduates passing out in year 2017. The next cohort of B.Ed. graduatescompletestheircourseinJune,2018.TheirexaminationwillbeconductedwithotherBCSEcandidatessimultaneouslyhenceforth.

3.4.2 Exemption of Preliminary Examination for MBBS Graduates

IncontinuationtotheexemptionmadefortheMBBSgraduatesfromappearingthePEsince2014,wheretherequirementoftheMBBSgraduatesfarexceedsthesupply,theMBBSgraduateswereexemptedtoappearthePE.Atotalof27MBBSgraduatesappearedtheMEandallofthemobtained50%inthefinalresultwhichwassetastheminimumthresholdforrecruitmentintotheCivilServiceandformeritrankingbasedplacement.

3.4.3 Conducting Preliminary Examination in Different Regions

GraduatesregisteronlineforPEwhichisaccessiblefromanypartoftheworld.PEconsistsofonequestionpaperof2.5hoursduration.With theaim to reduce theburdenonthecandidatestotraveltoThimphujustforthepurposeofappearingthePE,theCommissionofferedMonggarandGelephuasalternatevenuesforPEforthelastthreeconsecutiveyears.However,withlessthan100graduatesoptingtoappearthePEinthesevenues,itwasnotcosteffectivefortheGovernmentandthereforetheproposedplanfor2017didnotmaterialisetoo.SomeofthereasonsforthelackofdemandintheregionswerethatmanystudentsprefertostayinThimphuaftertheirgraduationtoattendtheNationalGraduatesOrientationProgramme(NGoP)andinsearchofjobopportunities.



3.4.4 Preliminary Examination Tested on Class X and XII Students

Toassess the standardof thePEpaper, thepastPEpapers (2016and2017)weretestedonClass XII andX studentsof threehigher secondary schools of Thimphu,namely: YangchenphuHSS,MotithangHSSandDechencholingHSS.A totalof 108classXIIand103classXstudents,selectedrandomly,participatedinthetest.

Chart15:Overall Performance by Qualification levels for PE 2016 and 2017

AccordingtoanofficialfromtheBCSEAthefollowinginferencescouldbemadewithinformationprovidedbytheChart.

i. Item Difficulty PE 2017 test instruments show higher difficulty level compared to PE 2016 testinstruments. This is confirmed by the pattern of difference in the item difficultyobservedacrossthethreesubjectgroups.Differenceofabout10percentagepointbetweenthe2017and2016PEoverallperformancecanbeseenforthethreesubjectgroups,classX,classXIIandDegree.

ii. Item DiscriminationSince learning is a cumulative process, a candidate with higher qualifications isexpectedtodobetterthantheonewith lowerqualification levels. In this respect,both PE 2016 and 2017 test instruments show a positive discrimination and testinstruments are able to distinguish betweenhigher and lower qualification levels.Thereisaconsistentdiscrimitionofabout5%betweenthequalificationlevels.

Overall, test instrumentswerereaibleas theyshowconsistentdifficulty levelsanditemdiscrimitionacrossthethreegroups.Thefeedbackfromthestudentswasverypositivesincemostof themsaid that thiswouldhelp them inpreparation for theBCSEinthefuture.Thismocktestwasconductedasasurprisetestandhencethe



participantsdidnotgettimetoprepareforthetest.Participantsweretoldabouttestformatjustbeforetheexamduringapre-testbriefingatthetestcentres.

TheCSEDwillconductsimilartestinotherschoolsinthefuture.TheRCSCwillalsosharethefindingswithRUBandMoEwhowilluseittoassessandreflectontheirlearningoutcomesstandard. 3.4.5 Report on the Performance of Graduates from different Institutions in the

BCSe

The RCSC published its first report on performance of graduates from differentinstitutionsintheBCSEfrom2011to2015in2015,withsubsequenteditionin2016and2017.Theobjectiveofthereportistoprovideausefuladvisoryforparentsandprospective candidates in searching for good colleges. The report shows that thelargestnumberofstudentsselectedintheBCSEarefrominstitutionsinthecountry. 3.4.6 Drug Test as part of Medical Fitness Certificate

TheCommissionintroduceddrugtestaspartofthemedicalfitnesscertificatefromJanuary2018.Themovetoconductthedrugtestistosupportthenationalefforttopreventdrugabuseinthecountry.ThisinitiativealsoupholdstheCivilServiceValuesandConductwhichexplicitlyprohibits indulgence in intoxicatingsubstances in theCivilService.TheCommissionisoftheopinionthatthecasesofdrugabusewouldreducewhenparentsandyouththemselvesarenowawareaboutthetest.

ThedrugtestisconductedonlyoncandidateswhoareconfirmedforplacementintheCivilServiceandit iscarriedoutwithguidanceoftheBhutanNarcoticControlAgency.Theadministrationof thedrug test isguidedby the ‘SOP forDrugTest intheCivilService’.Ofthe399PMCselectedcandidatesfor2018,twocandidatesweretested positive based on the drug test. Onewas a case of prescribedmedicationwhichwasreconsideredafterconfirmationfromJDWNRH.TheothercandidatewasnotrecruitedbutreferredtoBNCAformedicalcounsellingandfurthertreatmenttohelpthecandidate.

Similarly,allcandidatesrecruitedinSSC,OC,ESP,GSPbyAgenciesunderdecentralisedrecruitmentalsounderwentdrugtest.

Furthermore, the requirement forMedical Certificate for those appearing for theBCSEwas also changed. Earlier, all those appearing for theME had to produce aMedicalCertificate,leadingtowasteoftime,moneyandresourcesforunsuccessfulcandidates. Now, only thosewho have been selected have to produce aMedicalCertificateoffitnessforemployment. 3.4.7 Bhutan Civil Service Examination System Enhancement

UndertheAustrianDevelopmentAgencyfunding,theRCSChasinitiatedenhancementofBCSEsystem,especiallydevelopmentofitembankingwhichisarepositoryoftest



itemsfortheExamination.TheRCSCenvisagesthathavingitembankinginplacewillnotonlyvalidatethetestitemsbutimprovethemechanismforstorageoftestitems,generatetestitemsusingthedynamicsofselectionprocess,andenhanceanalysisofthetestitems.

3.4.8 Cost of Bhutan Civil Service Examination

ThecostincurredforconductingBCSE2017wasNu.10.059M.Thecostisincurredmainly for paying honorarium for resource persons, other resources and logisticarrangement.

Atotalof3,409graduatesappearedpreliminaryexaminationoftheBCSE2017.Theexaminationwasconductedintheexaminationcentersspreadovereightschools.Itwasadministeredby410invigilators,mainlyteachersinrespectiveschoolswhohaveexpertiseintheconductofexaminations,withsupportandcentralcoordinationfromtheRCSC.Everyyear,thePEisscheduledonSunday,aroundfirstweekofAugust,sothatthereisaminimaldisturbancestotheschoolsandtheirschedules.

957graduatesappearedtheMEwhichconsistsofwrittenexaminationandvivavoce.A total of 113 teachers andofficials havebeen involved as invigilators forwrittenexaminationsand78officialsparticipatedasmembersoftheinterviewpanelsfortheBCSE2017.Inthevivavocepanel,theRCSCmobilisespoolofresourcepersonsfromotherAgenciesbasedontherelevancyandfieldofspecialisation.ThepanelinterviewsarechairedbyCommissioners,civilservants inEX/ESpositionsandsuperannuatedcivilservantswhohaveheldEXpositionsduringtheirtenure.

Forthepreparationofresourcesfortheexaminationsandevaluationofthepapers,theRCSChasidentifiedexpertswhohavehighdegreeofprofessionalismandintegrityin addition to in-depth knowledge and specialisation in the subject assigned. 61resourcepersonsandevaluatorsparticipatedintheBCSE2017.Besidesassessments,all examination papers are verified and re-verified by different dedicated teamsfromtheRCSCtoensurerigoranderrorfreeexaminationsresults.Theexaminationmaterials are handled with the highest degree of professionalism, integrity andconfidentiality.

Further,theRCSCfacilitatestocatertocandidateswithspecialneedstoappear inBrailleeveryyear.ThreecandidatesappearedPEin2017.

3.5 Human Resource Coordination Services

TheRCSCistheParentAgencyforalltheHumanResourceOfficersacrosstheCivilServiceAgencies.TheHROsinboththeSecretariatandinAgenciesplayacriticalroletodeliverthemandateoftheCommissionandmeetthehumanresourceneedsoftheWorkingAgenciesbydischargingthefiveroles.Theyareexpectedtodischargethe role of strategic partner, employee champion, change agent, administrativeexpert and integrity advocate.With the clarity in roles supported by competency



based training, the Human Resource Officers are expected to transform the HRservicedelivery.TheHRCinRCSCSecretariatfunctionsastheHRhubandmanagesthe capabilities development and coordination of commonHR services through acommonIWPbasedonthedirectiveoftheCommission.

3.5.1 Competency based Training for Human Resource Officers

TheRCSCisbuildingahighlymotivated,dynamicandprofessionalCivilServiceguidedbythehigheststandardofintegritytopromotegoodgovernanceinpursuitofGrossNationalHappiness.Atthecoreof thismission,aretheHumanResourcesOfficerswhoareanintegralpartincreatingahighlymotivatedandagileworkforcebesidesensuringmeritocracy. Therefore, the RCSC as a Parent Agency for all HR Officersinitiated10dayslearninganddevelopmentworkshopfor30HRprofessionals,wherebothfunctionalandbehavioralskillswerethefocusofdevelopment.

TheworkshopwhichwasconductedbySociety forHumanResourceManagement(SHRM),Indiafrom4th-15thJune,2018wasfundedthroughGoIPTAfundallocatedtotheRCSCSecretariat.Withthisthirdbatchoftraining,81HROfficersaretrainedonHRCompetencyTrainingLevel-I.

The RCSC appointed 17 new HR Officers in January, 2018 from the PGDPA 2017.The new recruits were given hands-on Foundational Course on Human ResourceManagementatRoyalInstituteManagement,ThimphufromJanuary1-January19,2018,bytheSeniorHROfficers.TheprogrammestartedwithopeningremarksbytheChairperson,RCSCfollowedbysessiononLeadershipoftheself.

NewHumanResourceOfficerswerealsobriefedonthefivereformsofRCSCundertheguidanceofcurrentCommissionbesidesacquaintingthemontheConstitutionoftheKingdomofBhutan,CivilServiceActofBhutan,andAdministrativeDiscipline.TheywerealsotrainedonallaspectsofCivilServiceRulesandRegulationsaspertheBCSR2018.

They were attached to the HRAD to give them the hands on training on HRmanagementprocesses.ThefeedbackfromthenewHROfficersshowthatboththeHR foundational course and attachmentwithHRADwere critical in boosting theirconfidence and competence to shoulder the critical responsibilities ofHROfficersindependentlyinDzongkhags. 3.5.2 Common Individual Work Plan for HR Officers

TheRCSCastheParentAgencyforHROfficershasadopted29activitiesasgenericIWPtoensurecommonminimumstandardforservicedeliveryacrossallAgencies/Ministries.Thegenericstandardswasdiscussedwith therespectiveHROfficersofallAgenciesandfinalisedduring theHRWorkshopheld from12-14April, 2017atGelephu. Aligned to this decision,HumanResource Sectionsof all Agencieshaveformally adopted the activities for 2017-18. TheHROfficersor theAdministrativeAssistantsintheHRDivisionsarerequiredtoreflecttheapplicableactivitiesintheir



respectiveIWPs.SuchactivitiesintheIWPsshallbeevaluated,compiledandsharedbytheRCSC.

This process of sharing common IWPbetweenRCSC Secretariat andAgencies’HROfficerswillimprovethedeliveryofHRservicesandbringforthcommonunderstandingandstandardisedHRpracticesintheCivilService.

3.5.3 PMS: Targets Setting and Evaluation Training, Singapore

WithsuccessfulimplementationoftheManagingforExcellence(MaX)reformintheCivilService,thereisaneedtobuildcapabilitiesoftheHROfficersasthechangeagenttomanageMaX.Thesuccessof the implementationof theMaXreformtoagreatextentwilldependonthecapabilityofHRDivisionstomanageMaX.Tothiseffect,43 HR Officers fromMinistries, RCSC, other Agencies,Dzongkhags and Thromdes underwenttrainingon“PMS-TargetSettingandEvaluation”atSingaporePolytechnicfrom14-19May,2018.

3.5.4 5th hR Conference

The 5th HR Officers’ Conference was conducted at Sonamthang Central School,Panbangfrom12-14March,2018withthetheme‘BetterCivilServiceforaBrighterFuture’.TheConferencewaschairedbytheChairperson,RCSCandinattendancewereCommissioners, Director, Specialist and 94 HR Officers/HR focals. The Conferencefocusedonthefollowingtopics:

1. SensitisationonBCSR2018andupdateonfivereforms;2. Sharingof12thFYPguidelinesand16NKRAs;3. IdeationonRCSCasarolemodelorganisation;4. Follow-uponGoI-PTA;5. SharingonenhancementoftheCSIS;6. StaffingandHRforecasting;7. SharingofbestHRpractices;and8. ResolvingcommonHRrelatedissuesacrosstheCivilService.

The Conference also emphasised on networking and team building among HRfraternityandendedwithadayofout-boundingactivity.

3.5.5 Model Organisation

With all themajor reforms being rolled out, the Commission is now focusing ontransforming RCSC into a Model Organisation for the 21st century, particularly,emphasisingonthreeaspects:Learning,Growing&Caring;BuildingModelEmployees;andInstitutingFeedbackSystem.TheModelOrganisationmovewillbeginwithRCSCandwillbeusedtoencourageotherAgenciestostriveforthesame.

TheModelOrganisationco-creationexerciseattheRCSCSecretariatandattheHRConferencemadethefollowingrecommendationsforRCSC.



Table47:Recommendations for RCSC as a Model Organisation

Sl. no Suggestion What can RCSC do? Change Status

1

Inculcategoodfeedbackculturetohelpimproveeachother

DirectortogivefeedbacktoallDivisionHeads.Divisionheadstohavefeedbacksessionswiththeirsubordinatesatleastonceayear

People Implemented

2 BeproactiveAvoidbeingreactive,resolveissuesandchallengesproactively

People Implemented

3IncountryEmotionalIntelligenceTrainingforall–phased

Divisionheadstostartwithandthenphasedtoallotherinterestedpeople

People Tobeimplemented

4Haveexperiencesharingandlearningplatform

IncludeinIHMandmakeIHMmoreregular People Implemented

5WishcolleaguesonBirthdayandmaketheirdayspecial

AutomateinCSISandmakeitaculturetoremembercolleaguesonbirthdays’

People

TobeimplementedasapartofCSISenhancement

6

Promotehappinessatworkplacebydoingworkwiththebestoftheintentionsandnototherwise

MindfulnessMicropracticetobesharedandimplementedinRCSC

People Implementationunderprocess

7 BuildTrustIncludeallstaffinpreparingatrustbuildingplanandcommittoit

People Tobeimplemented

8BuildstrongTeam(TeamBuilding)andmakeworkplacefun

Retreatandrecreationalactivities People Implemented

9

Whatitmeanstobeamodelemployee-notonlyhardworkingbutalsopleasant,beloyaltotheabsent,talkaboutideasnotpeople,etc.

Feedbackandcontinuouscoachingconversations People Startedto

practice




10

Design“friendly”workspace,cubiclesinthenewofficethatisbeingplanned.KeepspaceforindoorgameslikeTT,chess,yoga/meditationinadditiontocreche,canteens,etc.

Newofficeconstructionplantobesharedwithallstaff

Structure

Tobeimplementedinnewofficeconstructionplan

11 HelpcivilservantsfindtheirwaysintheRCSC

EstablishedCivilServiceSupportDeskandtriagesystemtoimproveRCSCservicestocivilservants

System Implemented

12

Determinetheinternalindicatortoensurethatworkplaceisconducive.

Feedbackoninternalsystemorsurvey System Tobe

implemented

13OnlineDispatchSystemfromGNHC/NLC

Makedispatchsystemonline System Implementation

underprocess

14TrueConferenceFacility-facetofaceatadistance

EnsureallHROshaveTrueConferencefacilitiesespeciallyoutsideThimphutostartwith.Useittoprovideface-to-facesupportandregularcommunication.

SystemImplementedandinusefromtimetotime

15

Explorepossibilityofreceivingincomingfixedlinecallonmobilephone

Providethefacility System Implementationunderprocess

16

ProvideofficespaceandLaptop(preferably13’Mac)withinaweekofthejoining.Cannotexpectstafftoworkwithoutprovidingproperequipment

AFStocomeoutwithTATforSOPthatensuresautomatictriggerofsuchprocesses.Toprocurequalityproductsandholdsuppliersaccountableforpoorsupplyandservices

System Implementationunderprocess




17

Approachableseniorcolleaguesandclarityofworkfornewappointees.Issuesofnewappointeesnotbeingassignedanywork

DivisionHeadstocreateSOPsforensuringtimelyworkassignmentandmonitoring/coaching.Assignmentorforoneononesession

System Implemented

18

PeriodicsurveysandfeedbackfromHROsoutsideandstaffwithinonwhatworks,whatdoesn’t

Conductsurvey,evaluateandact System Tobe

implemented

19Ensureemailsarebeingrespondedontime

Surveyandfeedback System Tobeimplemented

20Enhanceonboarding-beyondorientationfornewrecruits

Foundationalprogramme System Implemented

21

DedicateMondayasameetingfreedaywherealltheofficialsareavailable

Nomeetings System Implemented

22

Strengthentheofficeinternallyfirst.Setthetoneoftheorganisationrightandcreateaconduciveworkingenvironment

Createacultureofone-on-oneconversations.BuildSOPs

Systemandpeople

Tobeimplemented

23Havemonitoringsystemforthepostreforms

APTandIWPSystemandStructure

Implemented

24 Monitorpublicservicedelivery TAT/SOPandIWP

SystemandStructure

Implemented

3.5.6 HRC/SHRC Meetings

The HR Committeemeeting at RCSC Secretariat reviews HR issues received fromAgenciesandsubmitstotheCommission.Duringthereportingperiod,atotalof43meetingswereheld.



3.5.7 Attachment of new HR Officers with HR Audit Division

As part of capacity building of the newHROfficers, the RCSC has established anattachmentprogramme.ThisinitiativeequipsthenewHROfficerswiththebasicHRfunctionsandsysteminplacebyprovidinghandsontraining,soastoenablethemcarryouttheHRfunctionseffectivelyandefficiently.Therefore,eightnewDzongkhag HROfficerswerekeptonattachmentin2018withHRAuditDivisionforsixmonthsbeforedeploymenttotheirrespectiveDzongkhags.TheHRADtrainedthenewHROfficersforaperiodofthreeweeksusingtheHRAuditManual.Theareascoveredareasfollows:

1. MSExcelforStaffAssessment;2. Regular,Contract&GSP/ESPRecruitment;3. Promotion;4. Training;5. ExtraOrdinaryleave/Separation/Transfer;6. DataCleaning;and7. DesignThinkingMethodology.

With eight new HR officers, the Division audited a total of fourDzongkhags andoneThromde.Further, theDivisionasper theCommission’sdirectivedesignedHRcalculatorforsevenHRfunctionswiththepurposetominimiseerrorsandexpediteservice delivery in HR processess pertaining to promotion, training, EOL andsuperannuationandroutineHRfunctions.TheHRcalculatorwasfurthertestedbythenewHROfficersandRCSCofficialstovalidateitsreliabilityandcheckifitisuserfriendly.

3.5.8 Moderation

InlinewiththeManagingforExcellenceManual,theModerationfortheRCSCstaffwasconductedon21stOctober,2017.TheannualAPA/APTscoreoftheSecretariatfor theFY2016-17 is92.71andwas ratedunder “VeryGood” category.BasedontheAPA/APTscoreandAgencyCategorisationFramework,64eligibleemployeesformoderationweredistributedasdetailedbelow:

Table48:Distribution of Staff into Performing Categories

performance Category outstanding very Good Good need

improvement%distributionasperACF 2% 16% 81% 1% 1.28 10.24 0.64Actualemployeedistribution 2 11 50 1



3.6 Information Technology Updates

3.6.1 Information Accuracy in Civil System Information System

InformationaccuracyinCSISasof30thJune2018continuestobemaintainedat95.60%.Giventhatthesystemisdynamic,onaccountofrecruitment,transfer,promotionandtraining,thisisahighlevelofaccuracythatRCSCwillstrivetomaintain.

3.6.2 Digital Archiving

RCSC serves as the “institution of Civil Service Records”. It has beenmaintaininghardcopiesof thepersonalfilesofall thecivilservants.Withthegrowingvolumeofdocumentsandrelatedissueofstorage,securityandtheriskoflosingthefilestonaturalcalamities,digitalarchivingofpersonalfileshasbecomeanecessity.

The first phase of digital archiving:Outsourcing andDevelopment of aDocumentManagement and Archival System for the personal files has been initiated. Thesystem is currently undergoing development and an overall guideline on filing/e-filingandmanagingHRdocumentsisalsodeveloped.ThesystemaimstogolivebyJanuary2019,wherethesecondphasewillbeginbyscanninganduploadingfilesforexecutives.

3.6.3 Civil Service Information System (CSIS)

TheCSISisavitalsystemwhichmanagesthedataofallcivilservantsfromrecruitmenttoseparation.ThefirstversionoftheCSISwasdevelopedin2009.Sincethen,ithasundergonethreemajorenhancementstoaccommodatenewrequirements.Although,theCSIShasbeenfairlysuccessfulinitsinitialobjectiveofautomatingvariousCivilServiceprocessesandmaintainingup todatecivil servantdata, ithasbeen foundwantinginthefollowingthreeareas:Performance,UsabilityandMaintenance.TheRCSCplanstodoamajoruplifttothesystem.ThefunctionalityofthenewversionofCSIShasbeenre-imaginedfromthegroundupusingtheDesignThinkingapproach.Therequirementsaretheresultofaco-creationprocessinvolvingactualCSISusers.Someofthenewfeaturesproposedinthenewsystemare:

1. SelfService:Enablesindividualcivilservantstoaccesstheirinformation&completevariousprocessesonline;

2. Dashboard:ForExecutivesandHROs.Thesedashboardswillprovidequickaccesstofrequentlyrequesteddata;

3. HRPlanningData;4. HRAuditData;5. AutomationofRoyalCivilServiceAward(RCSA)process;6. AutomationofSTTsrequiringRCSCapproval;7. Automationofleaveencashmentprocess;8. Provide calculators to reduce HROworkload, like: pay fixation calculator,

retirementbenefitscalculator,obligationcalculator,etc;



9. Simplifiedprocessesandclarityonprocesses;10. Facilitytogenerateofficeordersinbulk;11. FacilitytoprocessHRactionsinbulk;and12. QR codes on documents printed from CSIS. This will enable automated

processingofpaper/electronicdocumentsbyRCSC’snewdataarchivingsystem. Itwill also open interesting possibilities of integrationwith thirdparties,likeforexample,releaseofofficialpassportbyMoFA,etc.

Therequirementdevelopmentofthesystemhasbeencompletedandthesystemiscurrentlybeingoutsourced.ThesystemaimstogolivebyJuly2019.

3.6.4 use of RCSC Website and Social media

ThewebsiteofRCSCisoneofthemostvisitedGovernmentwebsites.Thewebsiteis used to disseminate and share various Notifications & Announcements, Press-Release, linkHRInformationSystem,andrepositoryofPublications.TheRCSCalsousesofficialFacebook(Fb)forvariouscommunicationspurpose.TheFbMessengerisusedtoclarifyandrespondtodoubtsespeciallyfortheBCSEcandidates.TheagegroupwhovisitedFbisbetween18-34yearsandtheFbpagehasaround19,555followers.

3.7 Royal Civil Service Awards - 2017

Onthe110thNationalDay,2017,HisMajestyTheKingconferredRCSAtoatotalof2,891civilandpublicservantsfortheirdedicatedandlifetimeservicetotheTsa-Wa-Sum.ThefollowingisthesummaryofRCSA-2017:

Table49:Summary of Royal Civil Service Awards – 2017

Category of Awards Civil Service public Service total RecipientsLifetimeServices(Gold) 223 27 25030Yearsandabove(Gold) 254 43 29720Yearsandabove(Silver) 450 137 58710Yearsandabove(Bronze) 1,433 324 1,757

total 2,360 531 2,891

TheGold,SilverandBronzeMedalsareawardedtocivilservantswhohaverendered30 years, 20 years and 10 years of active service respectively to theTsa-Wa-Sum with dedication and loyalty while the Lifetime Service Awards are given to thesuperannuatingcivilservantswhohaveservedtheTsa-Wa-Sumtillsuperannuationage. HisMajestyalsoconferredNationalOrderofMerit,Gold,SilverandBronzeto79civilservants for theiroutstanding services to theTsa-Wa-Sum. For civil servants, suchawards are the highest andmost treasured source of recognition, inspiration andmotivation.TheRCSCremainsdeeplygratefultoHisMajestyfortherecognitionof



thehardworkofcivilservantsandrededicatesitselftotheTsa-Wa-Sum.TheRCSCexpresses its appreciation to the recipients for their exemplary services and alsocongratulatesthosewhoserveasrolemodelsforallcivilservants.



pARt 4 - ADminiStRAtive ACtionS

4.1 Alternative Dispute Resolution

Toprobecausesofmisconduct togetherwith theemployeeand to jointly identifymeans of correcting the unacceptable conduct using a method other than adisciplinary inquiry and to eliminate workplace disputes that might come from acircumstancewheredisciplinary action is not necessarily appropriate and effort istowardsanamicableresolution,theCommissionhasintroducedAlternativeDisputeResolution(ADR).

TheADRmechanismcantakemanyformssuchasmediation,counseling,guidanceortrainingwhichshallnormallybeappliedincasesofalessseriousnatureofmisconductwherethereisroomforchangeandimprovementandwhereatrendhasdeveloped(e.g.irregularattendance,habitualhabitsaffectingofficeworkandperformance).

However,theAgenciesshallrefercasespertainingtoESC/HeadofAgencytoRCSCforAlternativeDisputeResolution.

4.2 Disciplinary Actions

Empowered with the following provision of the CSAB 2010, the RCSC enforcesadministrativeactionsonerringcivilservants:

Chapter2,Section27(n)-“TheRoyalCivilServiceCommissionastheCentralPersonnelAgencyoftheGovernmentshallexcisesgeneraldisciplinarycontrolovercivilservantsthroughtheenforcementoftheallrules,regulationsandrelevantlaws”

Chapter 9, Section 79 –“Completion of a criminal trails or civil suit against a civilservantinaCourtofLawshallnotbeprecludethedisciplinaryCommitteeforexcisingjurisdictionunderthisAct”

Chapter10,Section85-“AcivilservantsshallbeterminatedfromservicewithpostservicebenefitsifheorsheisconvictedbythecourtofLawforcriminaloffenceofmisdemeanorandaboveforoffencerelatedtodischargeofofficialfunction”

Chapter10,Section86-“Acivil servantsshallbecompulsorily retired fromservicewithpostservicebenefitsifheorsheisconvictedbytheCourtofLawforcriminaloffenceofmisdemeanorandabove foroffencenot related todischargeofofficialfunction”

Thefollowingtableprovidesthesummaryofadministrativeactionstakenagainstcivilservantsduringthereportingperiod.



Table50:Summary of Administrative Actions taken against Civil Servants

Natures of Actions no. of civil servants/cases Actions Taken

ProsecutedbeforetheCourtofLaw 3civilservants

AdministrativeactionstakenaspertheDelegationofAuthorityagainstcivilservantsbasedontheJudgmentoftheCourt.

Disciplinarycasesagainstthecivilservant

18civilservants

ActionstakenbytherespectiveAgenciesasperthedelegationofauthority-Penaltyimposedrangesfromreprimandedtotermination

AppealcasesreceivedbyRCSC 23appealcases

ActionstakenbytheRCSC-Inallcases,theCommissionupheldthedecisionoftheAgenciesandearlierCommission’sdecision.

CompliantcasesreceivedfromACC

44compliantcases

Asperthedelegationoftheauthority,thecasesareforwardedtorespectiveAgencieswhointurnarerequiredtosubmitactionstakenreport(ATR)totheRCSC.TheRCSChasreceivedfewATRfromtheAgencieswherein,someAgencieshavetakenadministrationactionswhileothercasesaredismissedfornolegalbasisaftertheinvestigation.

However,foronecase,RCSCforwardedbacktoACCasitisbeyondthepurviewoftheRCSC.



pARt 5 - netWoRKinG AnD linKAGeS

Networkingand linkageswithotherAgenciesand institutions is important for theRCSCtodrawonthesupportofotherstowardsleveragingitscapacity,understandproblemsfromaholisticperspectiveandco-createeffectivemechanismstoaddressemergingissuesandchallenges.AsthecentralpersonnelAgencyoftheRGoB,RCSCalsoworksinclosecollaborationwithsomeofthekeyHRDinstitutionsofthecountrytoensurealignmentofHRdevelopment to theneedsof theCivil Serviceand theNation.

5.1 Existing Networking and Linkages

5.1.1 In-country Institutions

The RCSC has maintained networking and linkages with the following in-countryAgenciesandinstitutions: i. Constitutional Offices

TheRCSCmaintainsagoodworkingrelationshipswithalltheConstitutionalOfficesespeciallywiththeinitiationofperiodicmeetingsamongtheHoldersandMembersofConstitutionalOffices.TheCommissionprovidesextralatitudeonHRmatterstotheConstitutionalOfficesconsideringtheirspecialmandates.RCSChasalsosignedMoU with the Anti-Corruption Commission which allows flexibility in the humanresourcemanagementanddevelopmentareasbesidesdevelopinganunderstandingonsharing/addressingadministrativecomplaintspertainingcivilservants.

ii. Royal Institute of Governance and Strategic Studies (RIGSS)

The RCSC collaborates with RIGSS on building capabilities of civil servants inleadership. The flagship programme organised jointly between RCSC and RIGSS isBhutan Executives Services Training (BEST) for the civil servants in Executive andSpecialistpositions.Thecivilservantsaremajorparticipants inSELP,FLP,YPLPandBFSP.TheRCSCalsosupportsRIGSSwithDTmastertrainerstoco-facilitatetheDTprogrammesinYPLP.

TheCommissionsupportsRIGSSwithextralatitudeintermsofHRrequirementfortheInstitute.Goingforward,theCommissionandRIGSSwouldbesigningaMoUtocementthecollaboration.

iii. Royal university of Bhutan (RuB)

TheRCSCandRUBsignedMoUon18thNovember,2015whereinbothpartieshaveagreedonthefollowing:



1. ProvisionforsharingofresourcesbetweenRCSCandRUB;2. FacilitateRUBtodevelopexpertiseinrelevantacademicfields;3. Promotesystematicplanningandcoordinationtosupplyrelevantgraduates

basedonthechangingneedsoftheCivilService;4. AligntertiaryeducationprogrammesandservicestotheneedoftheRoyal

Government;5. EnsuringvalueformoneyoftheGovernmentscholarshipsprovidedtothe

RUBcolleges;and6. Adhere to and follow relevant policies and regulations of the Royal

Government.

Under this MoU, the RCSC provides HRD support to the RUB colleges besidessupplementingthefacultyrequirementsfromtheCivilServiceonsecondmentandtransferswithstudyobligations,ifany.AsthemainemployerofgraduatesfromRUBcolleges,RCSCalsoprovidesfeedbackontherelevanceofcoursesforemploymentintheCivilService.Forexample,duringthereportingperiod,RCSCcommunicatedto the RUB on the need to improve curriculum of Bachelor Degree in HimalayanStudiesoffered inCLCS, Trongsa inorder tomake thegraduateseligible forPGDEcourse(History).Similarly,RUBwasalsoinformedontheneedtoplanrecruitmentofitsfacultyfromtheEducationSectorwithoutcausingdisturbancetotheacademicsessionsofschools.

iv. Khesar Gyalpo university of medical Sciences of Bhutan (KGumSB)

TheRCSCsignedaMoUwiththeKGUMSBon15thDecember,2015byagreeingonthefollowing:

1. ProvisionforsharingresourcepersonsbetweenRCSCandKGUMSB;2. FacilitateKGUMSBtodevelopexpertiseinrelevantacademicfields;3 Promotesystematicplanningandcoordinationtosupplyrelevantgraduates

basedonthechangingneedsoftheCivilService;4. AligntertiaryeducationprogrammesandservicestotheneedoftheRoyal

Government;and5. Adhere to and follow relevant policies and regulations of the Royal

Government. UnderthisMoU,RCSChasbeenprovidingHRDsupporttoKGUMSBtowardsenhancingcompetencies of its faculty. Till date, the RCSC has been allowing deputation ofmedicalspecialiststotheUniversityasfacultyontransfersevenwithstudyobligationsbasedon thepriorityneedsof theHealthSector.RCSCandKGUMSBalso interactonaperiodicbasisontherequirementsoftrainingcourses includingtheduration,entry grade of pass out graduates into the Civil Service and other related issues.TheCommissionhasalsoinformedtheKGUMSBtostartdevelopingitsownfacultywithoutmuchrelyingonthemedicalprofessionalsofMoHandJDWNRH.



v. Royal Institute of Management

TheRoyalInstituteofManagement(RIM)trainsBCSEselectedgraduateswhoenterintotheAdministrationService,FinanceServiceandTechnicalService(Law)byofferingoneyearPostGraduateDiplomaprogrammesinPublicAdministration,FinanceandLawintherespectivefields.Sincetheseselectedgraduatesareimportantgroupoffuturecivilservants,RCSCandRIMinteractonaperiodicbasistoensurequalityofcoursesespecially for thePGDPAcategorywhichprovidesnewrecruits forvarioussubgroups under the Administration Service. The Institute also provides Diplomaprogrammesandothershort-termcoursestomeettheneedsoftheCivilService.

vi. MoU with Anti-Corruption Commission

TheRCSCsignedaMoUwiththeACCon5thAugust,2016.ThepurposeofMoUisto provide a framework for cooperation and collaborationbetween theParties tomutuallyresolveHRissuesintheACC,promoteethics&integrity,educateandpreventcorruptionintheCivilServiceandprovideaccessto/exchangeinformation.Towardthisend,RCSChasbeenprovidinggreaterlatitudetoACCinHRmatters.

TheHROfficersinallAgenciestakeontheroleofintegrityadvocate.Asanintegrityadvocate, they liaise closely with ACC to enforce training on ethics and integrity,managingconflictsofinterest,assetdeclaration,andgiftregistrationintheAgencies.

5.1.2 Ex-country Institutions

RCSCmaintainslinkageswiththefollowingex-countryinstitutionsmainlytodrawontheirrichexperiencesandshareonthebestpractices.

i. union public Service Commission (upSC)

TheRCSChasrenewedtheMoUwiththeUPSCofIndiaon29thMay,2017.Theareasofcooperationinclude:

1. Sharing of experiences and expertise in the Civil Servicematters such asrecruitment&selection,exchangeofresourcepersons,anddevelopmentofprofessionalskillsofofficersandstaffofbothinstitutionsthroughattachmentandtrainingprogrammes;and

2. Otherareasofcooperationshallalsoexploredinareasofmutualinterests.

Adelegation ledbyCommissioner IndramanChhetrivisitedUPSC in June,2018tolearn thebestpractices,mainly for the conductofCivil Serviceexaminations. Thedelegationexpressed its appreciation to theUPSC for its support extended to theRCSCinthepast.TheUPSChasshownkeeninteresttohelptheRCSCtowardsfurtherstrengtheningitsinstitutionalcapacity.



ii. Member of SAARC Public/Civil Service Commission

TheRoyalCivil ServiceCommission is amemberof theSAARCPublic/Civil ServiceCommission. It hosted the 5th Conference of the Chiefs of Public/Civil ServiceCommission of SAARCMember States inMarch 2016 and provided an avenue tosharethebestpracticesamongthemembercountries.

iii. RCSC as Participating Member of Regional Hub of Civil Service of Astana

TheRCSCsignedaletterofintenttojoinasaparticipatingMemberwiththeinvitationoftheRegionalHubofCivilServiceofAstanaonNovember3,2016.RCSCjoinedasaparticipatingMemberconsideringthatboththeorganisationsshareacommoneffortintermsofCivilServicemodernisation.

Toprovideaninteractiveknowledgesharingarenaamongawiderangeofparticipantsfrom the Astana Civil Service Hub (ACSH) participating countries and partners,multilateral organisations and diplomatic corps as well as ACSH expert networkand members of the South-South Network for Public Service Innovation, one ofthe Commissioners and one official of RCSC attended ACSH Annual Conference“PublicServiceExcellenceintheEraofSustainableDevelopmentGoals”heldon7-9June,2018inAstana,Kazakhstan.DuringtheConference,theChairpersonofACSHexpressedappreciationoftheCivilServiceReformsinBhutanandrequestedtosharesuchreformsamongothermembersaswell.

5.2 New Initiatives

i. Joint Review on the Bhutan – Thailand Development Cooperation Programme

The Joint Reviewof theBhutan – ThailandDevelopment CooperationProgramme(2017-2019)washeldon21stMarch2018inThailand.TheBhutanesedelegationwasledbyDashoKarmaTshiteem,ChairmanoftheRCSCwhereastheThaidelegationwasledbyMrs.SuphatraSrimaitreephitak,DirectorGeneralofTICA,MinistryofForeignAffairs.

The meeting discussed on the implementation status and way forward for theimplementation of 50 LTT scholarships and 45 fellowships short-term training peryear and the volunteerdeploymentunder the Friends fromThailandProgramme(FFT)undertheThailand-BhutanDevelopmentCooperationProgramme(2017-2019).Mostof the fellowshipsunder theTICAprogramme isprovided to theHealthandEducationSectorssincetheseareprioritysectorsoftheRoyalGovernment.

ii. Institutional Linkages Initiated with Australian Universities/Agencies

TheCommission’s cordialityvisit toAustraliaunder Informal LearningOpportunityin March 2018 provided exposure to relevant information on Competency andQualification Frameworks and best practices in developing and managing CivilService.Besides,italsoprovidedagoodplatformforbuildinglinkageswithvarious



GovernmentAgencies,universitiesandexpertsinAustralia.SomeofthepossibleareaswhichRCSCcouldliaisearebasedontheoutcomesofthevisit:

1. HavingProfessorRobertStyles,VisitingFellow,CrawfordSchoolofPublicPolicy,AustralianNationalUniversityasaresourceperson.Thevastexperienceandknowledgeofprofessorwillbeusefulinstrategicroadmapping,developingvisionforAgencyandframingrelevantpolicies;

2. Australian Public Service Commission (APSC) agreeing to provide supportinAttitudeSurvey tofindout themotivation levelof employees. Further,APSC also agreed to share its Affirmative Action Guidelines to deal withadministrativedisciplinecases;and

3. Australian Capital Territory (ACT) extended its support to compile andshareCapabilityFrameworkwhich theRCSCcan refer fordevelopmentofCompetencyFramework.

iii. Collaboration with Temasek Foundation International and Singapore polytechnics

RCSC in collaboration with the Singapore Polytechnic (SP) and funding supportfromTemasekFoundation International (TFI),SingaporeandtheRGoBsuccessfullyimplemented the “Design Thinking for Public Sector InnovationProgramme” fromJune2016tillJune2017.TheDesignThinkingtrainingwasintroducedtofostercitizen-centricmindset,generateinnovativesolutions, improvepublicservicedeliveryandenhancetheuserexperienceofpublicservices.

Atotalofapproximately230publicserviceofficersandleadersunderwenttheDesignThinking training, out of which 50 participants were selected to undergo furtherintensive trainingwho provided their expertise expertise for the following designthinkingprojects towards improvingpublic servicedelivery invariousGovernmentAgencies.

1. NurtureandLiftbyGNHC:tosolvetheHRissueofDistrictPlanningOfficersunderGNHC;

2. MyWater byMoWHS & Thimphu Thromde: to solve the water problemwithintheThimphuvicinity;

3. Hey!2030byMoLHR&MoEA:tosolvetheemployabilityissueofthefreshgraduates;

4. APEX-Connect360byRIM&RCSC:improvePGDPA(PostGraduateDiplomainPublicAdministration)coursetobetterservetheCivilServiceneeds;

5. HoPESchemebyTCB&RITH:toenhanceprofessionalisminHotelSectors(3starhotelswithinThimphu);

6. DesignThinkingprojectonKolkataReferralofPatient;7. DesignThinkingprojectonRuralTimber;8. DesignThinkingprojectonpatientwaitingexperienceatJDWNRH;and9. DesignThinkingprojectonElectronicPatientInformationSystem.



Of the 50 participants, 23 have been further trained as Master Trainers. The 23Master Trainers conducted two cascading workshops for 100 participants so farand also developed a Public Sector Design Thinking Process Guidebook. The TFI-SP also conducted two workshops as a follow-up to the DT programme for theRIM faculty. The first workshop on Student Centred Education Active Learningand CurriculumDesignwas conducted from 9-13th October, 2017 and the secondworkshop on Assessment and Technology Enable Learning was conductedfrom 22-23rd January, 2018. The collaboration has successfully completed.

The second collaboration that RCSC is working with TFI-SP is Competency-BasedFrameworkforPublicServiceProgramme.Theprogrammeisaimedatbuildingthecompetencyofcivilservantstoenhanceefficiencyandeffectivenessoftheservicedelivery. SP conducted twoworkshops on Competency-basedHRManagement aspartofneedsfindingforthenewcollaboration.

The proposal to build the capabilities of civil servants on Competency-BasedFrameworkforPublicServiceinBhutanisjointlysubmittedbyRCSCandSingaporePolytechnictoTFI.

iv. Collaboration with Global Centre for Public Service Excellence, Singapore

TheGlobalCentreforPublicServiceExcellence(GCPSE),SingaporeincollaborationwiththeUNDPconductedGlobalIntrinsicMotivationStudyindevelopingcountriesin2018.Bhutanwasselectedasoneofthepioneercountriestoconductthestudy.Thestudyaimedto:(i)provideacomprehensiveandempiricalpictureofthemotivationalprofileofcivilservantsinBhutan;(ii)examinetheattitudesofcivilservantstowardstheircareer,organisationalcultureandclimate;(iii) Identifywhatcivilservantsseeas the challengesandopportunities toenhancemotivationandperformance;and(iv)suggestwaysofimprovingtheperformancesystemandcreatingamoremodern,tailored,fair,andeffectivemotivationsysteminCivilService.

Thestudyassessthefollowingelementsthatarelinkedtointrinsicmotivation:

1. PublicServiceMotivation-assessesthe“predispositiontorespondtomotivesgrounded primarily or uniquely in public institutions and organisations”(Perry,1990);

2. Self-determination-measures“whatmotivatesapersonatanygiventime”(RyanandDeci2000);

3. Workengagement -definedas“apositive, fulfillingwork -relatedstateofmindthatischaracterisedbyvigour,dedication,andabsorption”(Schaufelietal.2002);

4. Empowermentdefinedas“themotivationalconceptofself-efficacy”(CongerandKanungo1998);and

5. Proactive Work Behaviours defined as those work behaviours that areintendedtoimprovecurrentworkcircumstancesorcreatenewopportunitieswithinaworkcontext.



ThecivilservantsatP1,P2&P3PositionLevelsintheGNHCandMoFweresurveyedonline(usingindividualemailids)throughastructuredquestionnaireforamonth.ThepreliminaryreportshowsthattheresultsforthesetwoAgenciesweresimilar.Overall,intrinsic motivation within these two Agencies were quite high, especially in theareasofPublicServiceMotivation,self-determinationandempowerment.However,itwasbelow50%ofthescaleintheareasofworkengagementandproactiveworkbehaviours,indicatingsignificantroomforimprovement.TheRCSCwillcontinuetoconduct such surveys periodically given the importanceof intrinsicmotivation forsustaininghighlevelsofperformance.



pARt 6 - Key iSSueS AnD ChAllenGeS

6.1 Apolitical Civil Service

TheArticle 26, Section1 of theConstitutionof theKingdomof BhutanmandatestheRoyal Civil ServiceCommission to promote and ensure an independent and aapoliticalCivilServiceindischargingitspublicdutiesinanefficient,transparentandaccountablemanner.

TheCivilServiceasanimportantapoliticalinstitutioniscriticaltoensurecontinuitytoprovideinstitutionalmemory,andprofessionaladvicethatupholdstheinterestoftheNation.TofurtherstrengthenapermanentapoliticalinstitutionsuchastheCivilService,civilservantshaveaverycriticalroletofulfilltheirdutytotheTsa-Wa-Sum withoutbeingswayedbypoliticalinterests.

WhilemanychallengesandissuesrelatedtoapoliticalCivilServicearereportedintheearlierAnnualReportsoftheRCSC,oneofthecommonissuesbeingwidelytalkedaboutandreportedbythemediaduringthisreportingistheconcernsrelatedtocivilservants,mostlyattheseniorexecutivepositionsjoiningpoliticsimmediatelyupontheirresignation.WhilethereisacoolingoffperiodprescribedforpoliticalcandidatestojoinCivilService,nocoolingoffperiodrequirementexistforcivilservantswhowanttoresignandjoinpoliticsimmediately.Thisraisesthepossibilityofabuseofofficeforpoliticalgains.Inordertoaddressthislacuna,appropriatelaws,rulesandregulationsmayhavetobeputinplacebyrelevantauthoritiesintheimmediatefuture.Onitspart,theRCSCwillcontinuetoremindcivilservantsthattheirprofessionalviewsandactionsshouldnotbediscoloredbytheirpoliticalinclination.

6.2 Perks and Privileges of Civil Servants

While the Royal Civil Service Commission has enhanced performance andaccountability of civil servants through the MaX reform, this could not becomplementedwithappropriateincentivesintheformsofperksandprivileges.TheCommissionreceivedfeedbacktothiseffectfromtheExecutives/Specialists,Chiefsandothercivil servants,mainlyduring theBCSR2018consultationsandExecutiveForum.Thecivilservantsexpressedthat,astheneutralservantsoftheState,theydonotexpectelectedGovernmenttotakecareoftheirperksandprivilegesrathertheyexpecttheCommissiontorepresenttheminthePayCommission.Inviewofthegenuinejustifications,theCommissionisexploringwaysandmeanstomakeastrongrepresentationwheneverthenextPayCommissionisformed.

Thefollowingissuesrelatedtopay,perksandprivilegesarefrequentlyraisedbycivilservantsforconsideration:

1. Currently, there is a ceiling on Gratuity of Nu. 1,500,000which has theeffectofpenalisingonlyseniorcivilservantswhoserveforalifetime.Sincegratuityisrewardforlongevityofservice,thereisnogoodrationalefora



ceilingandthusshouldberemoved.Moreover,whilecalculatinggratuityforcivilservants,onemonth’spayiscalculatedforeveryyearofservice.Ontheotherhand,oneandhalfmonth’ssalaryiscalculatedforeveryyearservedfor thegratuitycalculationofMPs.Civil servants justifythat theyshouldreceivethesamebenefit;

2. TheNu.800,000DutyFreeVehiclequotashouldbeenhancedtoenablecivilservantstobuybettervehicles.AfullDutyFreeVehicleQuotashouldalso be given to all Executives and Specialists who serve a lifetime andsuperannuate.Thiswillalsohelptoretainhighperformingcivilservants;

3. Theexistingpaysystemdoesnottakeintoaccounttheinflationwhicherodesthe real value ofmoney receivedby civil servants over time. Therefore,periodic adjustment of pay with inflation would help civil servants incopingupwiththerisingcostsoflivingandleadamodestlifewithoutthedistractionsoffinancialworries;

4. While few perks and privileges of the civil servants are documented inthe BCSR, others (e.g., designated vehicles, Government residency fordesignatedpositions,etc)arenot.Intheabsenceofsuchdocumentation,thereisnouniformityandequityintermsofentitlementsforcivilservantsacross the board. For example, head of HRD/PPD in someAgencies aregiven preference in terms of allotment of duty vehicle over Director ofDirectorateServices.Suchdiscrepanciesariseduetolackofproperpoliciesand enforcement of rules and regulations. These disparities are alsoreportedbetweenMinistriesandAgencies;

5. Mostofthesupportlevelpersonnelhaveraisedconcernsthattheexistingmileageclaimsattheirlevelisnotfairsinceitdoesnotcovertheirincurredcosts;

6. ESP/GSPpersonnelhaveexpressedconcernsthattheyarenotconsideredforPFbenefitsthattheyareentitledtobylaw;

7. The stipend for BCSE selected graduates undergoing their one-year pre-servicePostGraduateDiplomaCourses isnotsufficienteven formodestfoodafterdeductionofhouserent.SincetheyhavebeenalreadyselectedfortheCivilService,theyshouldreceivestipendthatisdifferentfromthestipendprovidedtocollegestudents.Theyhighlightedthatinthepast,theywereevengiventhepaybasedonPositionLevel;and

8. Giventhedisproportionateburdenofhighrentsinurbanareas,farbeyondthehouserentallowanceprovided,theneedforhousingforcivilservants.

TheCommissionwillmakeearnesteffortstorepresentthecivilservantsduringtheupcomingPayCommissionandshallsubmitthegenuineconcernsofthecivilservants.EffortsarealsobeingmadetodocumenttheperksandprivilegesofthecivilservantsincloseconsultationswiththeMinistryofFinanceasdesiredbythecivilservants.Suchdocumentationandtransparencywillensureconsistencyintheadministrationofentitlementsforthecivilservants.Further,toupholdequity,theCommissionhasdirectedthatallowancesandbenefitsofcivilservantsshallbepeggedtothepositionandnotthesalary.TheCommissionhasalsowrittentoMinistryofFinancetohaveinplaceastandardprotocolonallocationofvehiclestotheExecutivepositions.



As mentioned earlier in the report, the Commission has conducted a study andfoundthat intrinsic levelsofmotivationofourcivil servantsarequitehigh.Effortsarealsounderwaytocreateworkplaceenvironmentthatfostersintrinsicmotivation.However,beyondapoint,thesemustnecessarilybecomplementedbyproperpayandbenefitsiftheCivilServiceistoattract,retainandmotivatetalent.

6.3 Maintaining “Small, Compact and Efficient” Civil Service

Maintaining a “small, compact and efficient” Civil Service has become a dauntingchallenge for the RCSC since the Civil Service is the single biggest employer ofworkforce in the country. The civil servants to population ratio of 1:25 (735,553)Population&HousingCensusofBhutan2017)appearslargewhencomparedtosuchratiosofothercountries.Ontheotherhand,asaresultoftheincreasingGovernmentmandates, forexampleECCD facilitators toprovideearly child care supportat theratio of 1 facilitator for 15 children in 273 centres to startwith and operation ofmachinery operation services in Dzongkhags, optimising human resources willremaina constant challengeespecially at atimewhen theCivil Service in generalisseenasabetter/bestoptiontodelivermostofthepublicservices.For instance,the civil servant to population ratio for GasaDzongkhag is 1:14 which is high ascomparedto thenational ratio.Ontheotherhand, there isnowaythat this ratiocanbeimprovedaspublicservicedeliverymustbeprovidedequallyirrespectiveofthesizeoftheDzongkhag.Further,thechallengetomaintainasmall,compactandefficientCivilServicealsocomesfromtheproliferationofmandatorypositionsfromvariousActsgoverninginstitutions,poorperformancemanagement,empirebuildingattitude, compartmentalisedmindset, non-realisation of financial implications andsentimentsattachedtoredundantpositions. Consequently,thegrowthoftheCivilService is alreadyputting significantpressureon theGovernmentexchequer,with38.6%(AnnualFinancialStatement,2016-17)oftherecurrentbudgetcurrentlybeingutilisedtomeetpayandallowances/personnelcostformaintainingtheCivilService.

However, the Commissionmakes concerted efforts to contain the growth of CivilServicethroughlimitingstructuralexpansionusingAgencificationFramework,LGCF,optimising HR through multitasking, re-skilling, performance and accountabilityenhancement programmes, streamlining processes and service standards, ODExercise, building capabilities to address skills andmindset gaps and by adoptingcontractrecruitmentfortime-boundprojectsandprogrammeswhicharegenerallyshort-termHRrequirements.Additionalrequestforstaffaresubjecttogreatscrutinyand if numbers are large, the option of contract staff is given in order to assessworkloadandseasonalityofthejobbeforeprovidingorapprovingmorepermanentpositions.Further,theCommission,ingeneral,commitstokeeping10%ofthecivilservants on contract for flexibility. However, going forward, with the increasingpopulation,changingsocio-economicandpoliticalenvironment,andemergenceofnewtechnologies,eventheseapproachesmayhavetobereviewedperiodically.



6.4 public Service Delivery

TheCivilServiceplaysacriticalroleinthedeliveryofpublicservices.Infact,mostofthepublicservicesaredeliveredthroughtheCivilServiceinBhutan.Therefore,everyeffortmustbemadetoimprovethequalityofservicesonacontinuousbasistomeetandevenexceedexpectationsoftheGovernmentandthegeneralpublic.

Publicservicedeliveryshouldevolvecontinuouslytodeliverfaster,cheaperandbetterservices. Embracingdigital technology,Design Thinking for citizen-centric services,foresight systems thinking,managing Agency boundaries and silos and enhancingperformanceandaccountabilityarewaystodeliverefficientservices.GreatereffortsneedtobemadetotapandleveragetheuseoftechnologytomoderniseandexpediteGovernment performance and increase transparency. While there is potential toleverageondigitalisation,thechallengewouldbetobringtogetherAgenciestoshareacommonplatform.TheCommissionwillworktoaddressthisthroughthe12thplanflagshipprogrammeone-Gov.

It is desired that the Civil Service provide excellence in service but missing/notimplementingtheSOPsandTATs,unnecessaryprocesses,unreliableinternetservices,anduninformedclientshinderproperservicedelivery.TheneedtodevelopSOPsandTATsandimplementingit,wasalsoreflectedintherecommendationsofthe‘NationalIntegrityAssessment2016’conductedbytheACC.Theperceptionofprevalenceofcorruption inpublic servicedelivery andnegligenceof dutybypublic officials stillexistsasperACC’sreport.ThisperceptionhoweverappliestowholeofpublicAgenciesanddoesnotreflectspecificallytoCivilServiceAgencies.Thestudyrecommendedinstitutionalisation of theGrievance RedressMechanism (GRM) related to servicedeliveryintheAgencies.

In order to address such service delivery issues, a number of initiatives are beingundertakenbytheCommissionasfollows:

1. AlmostallservicedeliveryissuesarecapturedinC1recommendationsandthereforeRCSChasprovided the support including creationof customerservicedeskinDzongkhagsandThromdesandprovisionofrequiredHRs.Further,AgenciesarealsoadvisedtoincorporateservicedeliverytargetsintheirAPTs;

2. Acontinuouseffort ismade tobuild capabilities thoughDesignThinking(DT)andencouragementofAgenciestouseDTtore-engineerandimproveservices. The DTMaster Trainers haveworkedwithMoH, JDWNRH andDepartmentofForestsandParkServicestore-designsomeoftheircriticalservices;

3. Staffing requirement of Agencies is vetted through SOPS and TATwhichrequiresAgenciestocomeupwiththeirSOPandTAT;

4. Training opportunities and re-skilling are provided to thosewho do nothaverequiredskillsset;and



5. Executives and Chiefs are encouraged to have one-on-one performanceconversations.

6.5 Qualification Accreditation

Anumberofissuesrelatedtoaccreditationofeducationalcertificates,professionallicencesandqualityassuranceare reported in thecountry.This ismainlybecauseof the proliferation of educational/training institutions within the country anddiversification of educational institutions outside the country where Bhutanesestudentspursuetheirstudies.AstudywascarriedoutbyaTaskForceconstitutedbytheRCSCaspartoftheODExercise.Thestudyhighlightedthefollowingissues:

1. No standard of qualification, certification and licensure established inmajorityofprofessionsexceptinmedicalhealth,andthearchitects;

2. Noprofessionalbodiesexistexcept formedicalhealthand Jabmi (Legal)fieldsarebackedbyLegalActsandthereforenostatutoryauthorityexistsforaccreditationandprofessionalregulationformanyotherprofessions;

3. Conflict between regulation and service provision since some of theAgenciescarryoutboththefunctions,eg.QAADunderMoE;CDBunderMoWHSandDOSunderMoLHR;

4. Professional councils are often governed by non-professionals thuscompromisingthecredibilityoftheprofessionsandinternationalstandards;

5. Nonationalframeworkonaccreditationandreliabledatabasesystem,and6. Difficultyininter-professionalcoordinationwithinandoutsidethecountry

relatedtoaccreditationofqualifications.

Inordertoaddresssuchemergingproblems,itisrecommendedfortheestablishmentof professional councils in all critical professions to safeguard the public interest.This couldbedoneeither throughanExecutiveOrderorbyanActofParliament.Further,asrecommendedbytheTaskForce,RCSChasdirectedtheMoLHRandMoEtodraftabill,inconsultationwithallrelevantstakeholders,fortheestablishmentofBhutanAccreditationandQualificationAuthority(BAQA)asanationalnodalAgencyfor accreditationpurposes. Such a body,when approvedbyCabinet/Parliament isexpectedtoaddressallcross-cuttingissuesrelatedtoaccreditationinthefuture.

6.5 Greater Decentralisation during 12th FYP - its implication on the Civil Service

The12thFYPobjectiveofgreaterdecentralisationtotheLGswillhaveasignificantimpactonresourcedistributionintermsofboththeHRandfinancialresources.InlinewiththeDivisionofResponsibilityFrameworkandfiscaldecentralisationof50%ofthebudgetbeingallocatedtotheLGs,theLGwillhavetoimplementmuchoftheworksbeingexecutedbytheCentralAgenciesinthe11thFYP.WhiletheRCSCisinsupportofthedecentralisationefforts,theaddedcapacityneededbyLGstomeetthedemandoftheincreasedvolumeofworksremainsaconcern.Therefore,toensuresuccessfulimplementationofthe12thFYP,itisimperativethattheallocationofHRwillhavetobe



alignedwiththeplanandrationalisedbetweencentralandLGs.Around58.67%(CSS2017)ofthecivilservantsareservinginLGsandtheproportionmayfurtherincreasewiththedecentralisationofmanyofthecentralactivities.Further,increasedcapacitydevelopmenttoenhanceprofessionalismattheLGlevelwillbenecessarytofulfilltheobjectivesofthe12thFYPandtoimproveservicedeliverysignificantly.Therefore,toensuresuccessfulimplementationofthe12thFYP,theRCSCwillconductademand-basedreviewofthestaffingthroughjointconsultationbetweentheParentAgency,LGandRCSCforthefirsttwoyearsoftheplanperiodandcontinuetomakeeffortstostreamlinetheHRprocessestosupportdeliveryoftheplansandprogrammeswhileensuringoptimisationofhumanresources.

6.7 Role of Human Resource Committees in Agencies

The Human Resource Committee is the highest decision making body for all HRfunctionsintheAgencies.InkeepingwithSection27.1.2oftheBCSR2018,theHRCisexpectedtopromoteabroaderparticipationandensureafair,equitable,transparent,apoliticalandeffectiveHRdecisionsbasedonmerit.Indischargingitsrole,theHRCisrequiredtoenforceprovisionsoftheConstitution,CSAB2010,BCSR2018andothernotificationsissuedbytheRCSCbesidesensuringthatHRplansandprogrammesaresynchronisedwithorganisationalgoals.HRCs in theAgenciesplaya critical role inensuringmeritocracy ineveryHRfunctionbesidescomplementingAgencies intheachievementoftheirgoalsthroughappropriateHRsupport.Further,HRCshavetoshoulderhigherresponsibilitieswiththedecentralisationofmoreHRfunctionstotheAgencies.

IthashoweverbeenreportedthatHRCsinsomeoftheMinistries/Agenciesarenotdischargingtheirroleseffectivelymainlyduetothefollowingfactors:

1. LackofclaritybetweentherolesofpoliticalexecutivesandthebureaucratsintermsofHRfunctionswhereintheheadofthebureaucracyisnotabletoshieldHRC’sroleasanapoliticalbodyinspiteofrepeatedremindersbytheRCSC;

2. Lackof quorum for aHRCmeeting– Somemembersdonotparticipateregularlyandactively;

3. Lacksprofessionalismandanalysis–SomeoftheHRCsareseenlikepaperpushing committeeswhich send everything to the RCSCwithout properstudy/analysisandprofessionalrecommendations.

4. LackofproperdocumentationofHRactionsandaccountability.Agencieshave thehighestmemoson the lackof documentationofHR functionswhichshowsthatrecordsarenotmaintainedwellinmostoftheAgencies;and

5. NeedtoimprovetransparencyinHRservicesasreportedinNIA2016,ACC.

Inordertoaddresstheaboveissuesandchallenges,RCSChasremindedalltheofficialexecutivesincludingtheheadsofthebureaucracytotakeuptheHRfunctionsbasedon the principle of meritocracy. The Commission has also reminded the political



executives,whererequired,tovetallHRmattersthroughtheHRCsoftheirrespectiveAgenciestopromotetransparency,widerparticipationandabovealltoupholdtheprincipleofmeritocracy.

InordertoensurethatAgenciescarryouttheirHRfunctionsprofessionally,RCSCwillbecarryingouttheHRauditingonaregularbasiswhereinpunitiveactionsarebeingtakenonthose,includingtheHRCmembersfornegligenceoftheirdutiesandnon-compliancetolawandprescribedrulesandregulations.Atthesametime,HRauditisalsohelpingAgenciestoproactivelyaddresssomeoftheproblemstheyarefacinge.g.,ensuringproperdocumentationandimprovinginternalmanagementsystems.CapacitydevelopmentofHROsacrosstheAgenciesisbeinggiventopprioritybesidesencouragingallmembersofAgenciestobefamiliarwiththeBCSR2018.Developmentand enforcement of SOPs are equally emphasised across Agencies to promotetransparency,consistencyandimpersonalityintakingHRactions.

6.8 Professionalisation of Civil Service

TheSuperStructurewhichcategorisesthecivilservantsintofivebroadcategorieshasnowlaidthefoundationtoprofessionalisecivilservants.Inthepast,itwasdifficulttoretainprofessionalsintheirlineofprofessionsastherulesallowedcivilservantstochangeMOGafter10years.ThismovementhasbeenrestrictedwiththeintroductionofSuperStructuresystembutthetrainingneedsarestillonadhocbasisdependingontheavailabilityoffunds.Asaresult,thereturnsfromthetrainingarenoteffectivelycontributingtogreaterspecialisationorprofessionalisation.Also, theSTTareusedasincentivesratherthanaddressingskillsandknowledgegaps.Theneedtoweavetrainingwiththeskillsrequiredtoperformone’sresponsibilitiestofulfillthemandateoftheorganisationhasbecomecritical.

The Commission, therefore, is working on competency based HR management.Effortsareunderwaytofostergreaterpartnershipwith institutions likeRIGSS,RIMandotherstoprovidesystematictraininglinkedtothecompetencyrequirementsatvariousposition levels. Toensureefficientandproductiveuseof theHRDbudget,RCSC,GNHCandMoFagreedtoadoptaSOPforallocationofHRDbudget.Thiswillmarkan important initiativetowardsensuringminimumcompetencies in termsofknowledge,skillsandabilitiesaredevelopedineverycivilservant.

6.9 Re-organisation of Regional Offices

Regional offices were created at a time when the line Ministries were activelyinvolved in providing regulatory and service functions besides their policy roles.Now,with theAgencificationGuideline inplace,RCSC ismakingearnestefforts toseparatepolicy,regulatoryandservicefunctions,wherefeasibletoensurerationaldivisionofresponsibilitiesamongAgencies.Dzongkhagsareexpectedtoimplementthe plans and programmes at the local levelwhilemany of the service functionsarestillcontrolledbyregionaloffices,makingitdifficultforthelocalbodiestoavailsuchservicespromptly.Therefore,Dzongkhagshavebeenrequestingfortheservice



functionstobekeptundertheircontrolsincetheyaredirectlyaccountabletotheGovernmentthroughtheirrespectiveAPA.

In the past, regional offices were justified based on geographical dispersion ofDzongkhags and therefore such offices were created as an extension of lineMinistries to provide faster services through the regional outlets. However, withtheadvancementofcommunicationtechnology,geographicalbarrier isnomoreaseriouschallenge.Today,manyoftheservicescanbeavailedbythelocalbodiesfromtheCentralAgencieswithinashortspanoftime, therebymakingtheexistenceofregionalofficesredundantinservicedelivery.Withtechnology,therearealsosuccessstoriesofre-centralisationofsomefunctionswhichweretraditionallydelegatedordecentralisedtotheperipheries. Further,itwasreportedduringtheODEthatregionalofficeslackproperaccountability.TheirperformancearenotcloselysupervisedbythelineMinistriesnorarethelocalservicerecipientsabletoprovidefeedbackonthequalityoftheirservices.MostoftheDzongkhags reportedthattheregionalofficesdonotcooperatewiththe localbodies since they report directly to their lineMinistries although their offices arelocatedintheDzongkhags.Asaresult,therearelapsesintermsofalignmentofgoalsbetweentheregionalofficesandDzongkhags,e.g.,mostsectorheadsofDzongkhags and extension personnel (atGewog level) are not awareof research programmesundertaken inAgricultureResearchCentres (at the regional level)due todifferentreportingmechanisms,althoughtheoverallnationalobjectiveisshared.

Therefore,RCSCisreviewingtherolesoftheregionalofficestoensuretheircontinuedexistence adds value and enhances public service delivery. The opportunities formultitaskingwillbeexploredintheregionalofficeswithdecentralisationofservicefunctionstothelocallevel.SuchmultitaskingmustalsobeseenfromtheperspectivesoftranscendingthetraditionalcompartmentalrolesoflineMinistries.



Annexure

Annexure I: Civil Service Statistics

Compensation of Employees 2002-2003 2016-2017 2017-2018Compensation of employees as share of total GDp 5.97% 7.55% 6.22%

CompensationofemployeesasshareoftotalGDP =

Totalannualsalaryiscomputedasfollows:Total annual salary paid to civil servants = Pay & allowance + other personnel

emoluments + provident fund

Note: All non-civil service Agencies such RBP, National Council & National Assembly (Parliamentarians), Supreme Court and High Court (Drangpons) were removed from the computation of compensation of employees in the Civil Service.

year 2002-2003Totalannualsalarypaidtocivilservants =Nu.1,753,531,000CurrentGDP2003(NationalAccountsStatistics1990-2004) =Nu.29,386,000,000

=5.97%

year 2016-2017Totalannualsalarypaidtocivilservants-2016 =Nu.9,971,529,000CurrentGDP(NationalAccountsStatistics2016,NSB) =Nu.132,021,300,000

=7.55%

year 2017-2018Totalannualsalarypaidtocivilservants–June2018 =Nu.9,244,359,000CurrentGDP(NationalAccountsStatistics2017,NSB) =Nu.148,678,930,000

=6.22%



Compensation of Employees 2002-2003 2016-2017 2017-2018Compensation of employees as share of total spending 17.63% 22.31% 18.50%

Compensationofemployeesasshareoftotalspending

year 2002-2003Totalannualsalarypaidtocivilservants =Nu.1,753,531,000Totalspending-bothcurrentandcapitalspending =Nu.9,945,319,000(AnnualFinancialStatement2002-03)

=17.63%

year 2016-2017Tot.Annualsalarypaidtocivilservants =Nu.9,971,529,000Totalspending-bothcurrentandcapitalspending =Nu.44,688,477,000(AnnualFinancialStatement30June2016) =22.31%

year 2017-2018Tot.Annualsalarypaidtocivilservants =Nu.9,244,359,000Totalspending-bothcurrentandcapitalspending =Nu.49,966,611,000(AnnualFinancialStatement30June2017)

=18.50%

Compensation of Employees 2002-2003 2016-2017 2017-2018

Compensation of employees as share of domestic revenue 36.64% 35.57% 31.11%

Compensationofemployeesasshareofdomesticrevenue

year 2002-2003Totalannualsalarypaidtocivilservants =Nu.1,753,531,000Totaldomesticrevenue =Nu.4,785,260,000(AnnualFinancialStatement2002-03) =36.64%



year 2016-2017Tot.Annualsalarypaidtocivilservants =Nu.9,971,529,000Totaldomesticrevenue =Nu.28,033,812,000(AnnualFinancialStatement30June2016)

=35.57%

year 2017-2018Tot.Annualsalarypaidtocivilservants =Nu.9,244,359,000Totaldomesticrevenue =Nu.29,713,600,000(AnnualFinancialStatement30June2017)

=31.11%

employment 2002-2003

2016-2017

2017-2018

Government employment as percentage of private sector employment 71.32% nA 35.16%

Govt.employmentaspercentageofPvt.sectoremployment

year 2002-2003TotalCivilServiceEmployment-2003(CivilServiceStatistics2003,RCSC) =15,129Totalprivatesectoremployment-2003LabourForceSurvey2003,MoLHR) =21,211

=71.32%

year 2017-2018TotalCivilServiceEmployment(30June2018,RCSC) =28,973Totalprivatesectoremployment(LabourForceSurvey,2016,MoLHR) =82,407

=35.16%



employment 2002-2003 2016-2017 2017-2018

Government employment as percentage of total employment 6.78% nA 8.35%

Govt.employmentaspercentageoftotalemployment

year 2002-2003TotalCivilServiceEmployment-2003(CivilServiceStatistics2003,RCSC) =15,129Totalemployment-2003(LaborForceSurveyReport2003,MoLHR) =223200

=6.78%

year 2017-2018TotalCivilServiceEmployment(30June2018,RCSC) =28,973Totalemployment(LaborForceSurveyReport,2016,MoLHR) =347,130

=8.35%

employment 2002-2003 2016-2017 2017-2018Government employment as percentage of population 2.40% 3.52% 3.94%

Govt.employmentaspercentageoftotalpopulation

year 2002-2003TotalCivilServiceEmployment-2003(CivilServiceStatistics2003,RCSC) =15,129Tot.Populationfor2003isestimated*to: =618,580

=2.4%



*Estimation of popn for 2003Totpopnasof2005(PopulationandHousingCensusofBhutan2005) =634,982Growthrateofpopn2005 =1.3%

Theestimatedpopnfor2004

Theestimatedpopnfor2003

=618,580

year 2016-2017TotalCivilServiceEmployment(CivilServiceStatistics2016,RCSC) =27,029Totalpopulation–2016(PopnprojectionofBhutan2005-2030,2007,NSB) =768,577

=3.52%

year 2017-2018TotalCivilServiceEmployment(30June2018,RCSC) =28,973Totalpopulation(Population&HousingCensusofBhutan2017,NSB) =735,553

=3.94%

Wage Level 2016-2017

2017-2018

Average Government wage as a share of competitor private sector wages

224.83% 165.57%

Avg.Govt.wageasashareofcompetitorpvt.sector

year 2016-2017Averageannualsalarypaidtoonecivilservants =Nu.338,960.6Averageannualsalarypaidtopvt.Sectoremployees(AnnexI.a) =Nu.164,104.17

=224.83%



year 2017-2018Averageannualsalarypaidtoonecivilservants =Nu.319,068.06Averageannualsalarypaidtopvt.Sectoremployees(AnnexI.a) =Nu.192,704.91

=165.57%

Wage Level 2002-2003

2016-2017

2017-2018

Average Government wage as a share per capita 298.20% 194.36% 164.94%

Avg.Govt.wageasasharepercapita

year 2002-2003Averageannualsalarypaidtoonecivilservants =Nu.115,905.28GDPpercapita(NationalAccountsStatistics1990-2004) =Nu.38,868

=298.20%

year 2016-2017Averageannualsalarypaidtoonecivilservants =Nu.338,960.6GDPpercapita(NationalAccountsStatistics2016,NSB) =Nu.174,400.66

=194.36%

year 2017-2018Averageannualsalarypaidtoonecivilservants =Nu.319,068.06GDPpercapita(NationalAccountsStatistics2017,NSB) =Nu.193,447.02

=164.94%



Wage level 2002-2003

2016-2017

2017-2018

Ratio of the highest government wage to the lowest (compression ratio) 6.89 6.42 6.42

Ratioofthehighestgovt.wagetothelowest

year 2002-2003HighestGovt.wage(Min.EX1salary) =Nu.15,500LowestGovt.wage(Min.O4salary) =Nu.2,250

=6.89

year 2016-2017HighestGovt.wage(Min.EX1salary(includesHRA)) =Nu.65,490LowesGovt.wage(Avg.O4salary) =Nu.10,205

=6.42

year 2017-2018HighestGovt.wage(Min.EX1salary(includesHRA)) =Nu.65,490LowesGovt.wage(Avg.O4salary) =Nu.10,205

=6.42

Annexure i.a: Average annual salary paid to pvt. Sector employees

Therearenoinformation/reportsontheprivatesectorwages.Therefore,theprivatesector organisation that represents the entire private sector in our country wasrecommendedasTashiCommercialCorporationbyBCCI.Theaverageannualsalarypaidtoprivatesectoremployeesisestimatedasfollows:



year 2016-2017TotalnumberofemployeesinTashi =7201(asonJune,2017)CommercialCorporationTotalmonthlywagepaidtoemployees =9,846,2502Totalannualwagepaidtoemployees =9,846,250x12(Inclusiveofallallowances) =118,155,000

Averageannualsalaryforonepvtsectoremployee

=Nu.164,104.17

year 2017-2018TotalnumberofemployeesinTashiCommercialCorporation =7081(asonJune,2018)Totalmonthlywagepaidtoemployees =11,369,589.632Totalannualwagepaidtoemployees =136,435,075.56(Inclusiveofallallowances) Averageannualsalaryforonepvtsectoremployee

=Nu.192,704.91

Source: 1 & 2 KarmaWangdi, Manager (Human Resources), Tashi Commercial Corporation, HeadOffice,P/lingviaemailon3rdAugust,2017and20thAugust2018.



Annexure II: Implementation Status of ODE Recommendations of LGs

Sl. no. DzongkhagRecommendation Category

totalC1 C2 C3

1 Bumthang 9 9 0 182 Chhukha 8 4 0 123 Dagana 9 3 0 124 Gasa 8 0 0 85 Haa 15 1 0 166 Lhuentse 14 0 0 147 Monggar 5 0 0 58 Paro 8 0 0 89 Pemagatshel 5 0 0 510 Punakha 11 0 0 1111 Samdrupjonkhar 10 0 0 1012 Samtse 5 0 0 513 Sarpang 6 3 0 914 Thimphu 8 0 0 815 Trashigang 6 0 0 616 Trashiyantse 7 0 0 717 Trongsa 12 3 0 1518 Tsirang 14 5 0 1919 Wangduephodrang 15 5 0 2020 Zhemgang 7 0 0 721 GelephuThromde 14 4 0 1822 ThimphuThromde 21 6 0 2723 PhuentsholingThromde 9 5 0 1424 S/JThromde 23 0 0 23

total 249 48 0 297



Annexure III: List of Participants for Women Executive Leadership Training

Sl. no. name Position Title Gender Position

level Agency

1 KesangDeki Commissioner F N/A RCSC

2 KarmaDrukpa Dzongdag I M EX2A PunakhaDzongkhag

3 MinjurDorji Dzongdag I M EX2A ChhukhaDzongkhag

4 PhintshoChoeden Dzongdag I F EX2A DaganaDzongkhag

5 KesangChodenDorji Director F EX3A

DepartmentofAdultandHigherEducation,MinistryofEducation

6 KinlayTshering Director F EX3A

DepartmentofAgriculture,MinistryofAgricultureandForests

7 RabgyeTobden Director M EX3A Directorate,Ministryof

Agriculture&Forests

8 ChimiDorji Dy.AuditorGeneral M EX3A RoyalAuditAuthority

9 JigmeNamgyel Director M EX3A Directorate,Ministryof

Finance

10 PhuntshoLhamo

ChiefEducationMonitoringOfficer

F P1A MinistryofEducation

11 YangchenChhoedon

ChiefProgrammeOfficer

F P1A MinistryofHealth

12Dr.TashiYangzomeDorji

ProgrammeDirector F P1A MinistryofAgriculture

andForests

13 DechenPelden

Asstt.AuditorGeneral F P1A RoyalAuditAuthority

14 ChaneZangmo ChiefEngineer F P1A ParoDzongkhag

15 YeshiSydon PrincipalI F P1ATrashiyangtseLowerSecondarySchool,TrashiYangtseDzongkhag

16 TsheringLhamDorji

ChiefInternalAuditor F P1A InternalAuditUnit,

MinistryofEducation



Annexure IV: List of Participants of Executives and Specialists for BEST -6

Sl. no. name Position

title

Position Level/

Sub-levelAgency

1 ChhimeTshering Director EX3/A NationalStatisticsBureau

2 DhakTshering Director EX3/A DirectorateServices,Ministryofworks&HumanSettlement

3 Dr.JampelTshering

SpecialistII ES2/A JigmeDorjiWangchuckNational

ReferralHospital

4 Gyeltshen Director EX3/A DepartmentofInvestigation,Anti-CorruptionCommission

5 KarmaDupchuk Director EX3/ADepartmentofEngineeringServices,MinistryofWorksandHumanSettlement

6 KezangTshering SpecialistIII ES3/A

Research&DevelopmentCenter,Yusipang,DepartmentofAgriculture,MinistryofAgricultureandForests

7 KingaJamphel Director EX3/A DrugRegulatoryAuthority

8 LodayTsheten Director EX3/A DepartmentofNationalBudget,MinistryofFinance

9 NorbuWangchuk Director EX3/ADepartmentofTechnicalEducation,MinistryofLabour&HumanResources

10 PhubRinzin Director EX3/A ConstructionDevelopmentBoard

11 RinchenWangdi Director EX3/A Secretariat,GrossNationalHappinessCommission

12 SonamPeldenThaye Director EX3/A DirectorateServices,Ministryof

Labour&HumanResources13 TashiPem Director EX3/A RoyalCivilServiceCommission

14 TashiPenjore Director EX3/ADepartmentofLawandOrder,MinistryofHome&CulturalAffairs

15 TashiTobgye Director EX3/ADepartmentofCivilRegistrationandCensus,MinistryofHomeandCulturalAffairs

16 Tenzin Director EX3/A DepartmentofRoads,MinistryofWorks&HumanSettlement

17 TenzinChophel Director EX3/A DirectorateServices,MinistryofHealth



Sl. no. name Position

title

Position Level/

Sub-levelAgency

18 TenzinRondelWangchuk Director EX3/A DepartmentMultilateralAffairs,

MinistryofForeignAffairs

19 TougayChoedup ExecutiveSecretary EX3/A SamdrupJongkharThromde

20 TsheringDorji Director EX3/A DepartmentofPublicAccounts,MinistryofFinance



Annexure V: Standards of Different Clinical Departments

Sl. no hR Requirement Standard

1

Anesthesiology and intensive Care ServicesAnesthesiologist 1foreveryOTand1forrecoveryroomAnesthesiologistObstretic 1eachfor3shiftsforMCHAnesthesiologist(LabourAnalgesia) 1forallpainlessdeliveryAnesthesiologist(ICU) 1forallICUs

Anesthesiologist1forMRIandCT1forPreAnesthesiaCheckuproomandoneforwardpatient

Anesthesiologist(Emergency) 1forEmergencyAnesthesiologist Contingency15%OTTechnician 1forPreOpand1inOTOTTechnician(forEmergency) 1forthreeshifts

OTTechnician

ForthemanagementofAnesthesiadrugsandequipmentonregularbasis1forMRIandCTECT

OTTechnician(Contingency) 15%

2

Radiology Service

Radiologist 1Radiologist:1Workstation(onlyforMRIandCTscan)

RadioTechnologist 1unit:1RadioTechnologistX-RayTechnician 1X-RayMachine:1TechnicianUltrasoundTechnicians 1UltrasoundMachine:1TechnicianCTTechnicians 3Technicians:1MachineMRITechnicians 3Technicians:1MachineMamographyTechnician 2Technicians:1MachineTechnician(Contingency) 15%

3

General opD

GDMO1Patient:10minutesOr1doctor:36patientsEveningandNightShift(2perShift)

4

emergency EmergencyPhysician

(1forResuscitation+1forAcuteMedicalCare+1Greencasesandshortstay)+2shiftsand1shift1doctor}

ToxicologistPediatricEmergencyCriticalCare

EmergencyAero-mdeicalretrievalSpecialist




4 GeneralDutyMedicalOfficer

Resuscitation-1GDMO:2beds(3shifts)AccuteMedicalCare-1GDMO:4beds(3shifts)ShortStay-1GDMO:1pershiftGreenCases-1GDMO:1pershiftEmergencyintheWards:1GDMO3shiftsAeromedicalretrievalteam-1GDMOnoshifts

5

Community health HoDSpecialist(CommunityMedicine)

1for1603workinghoursinayear

Specialist(GP/FamilyMedicine)GDMOProgrammeOfficer(CommunityHealth)HealthAssistant(80%)CounselorsTechnician(USG)

6

Dermatology

Dermatologist 1:165patientsperweek(workingouttobe32patientsperday)

Dermatologist(Demato-surgery) 1:150patientsperweek(workingouttobe30patientsperday)

PediatricDermatologist 1:150patientsperweek(workingouttobe30patientsperday)

7

ortho

OrthopaedicSurgeon(General) 1:105patientsperweek(workingouttobe30patientsperday)

OrthopaedicSurgeon(Spine) 1:60pts/weekOrthopaedicSurgeon(SportsMedicine) 1:60pts/week

OrthopaedicSurgeon(Arthroplasty) 1:60pts/weekOrthopaedicSurgeon(Trauma) 1:60pts/weekOrthopaedicSurgeon(Hand&Microsurgery) 1:60pts/week

OrthopaedicSurgeon(Paediatric) 1:60pts/weekOrthoTechnicians 1Technician:1OPD




7 1Technician:1ProcedureRoomContingency 15%

8

Bio-medical

Bio-MedicalEngineer

1forInventoryManagement1applicationSpecialistforLifeSavingMachine1Forrepairandmaintenance

Technicians

2forOT2forICUandWard2forOPD2forGeneral

Technician(ColdChain)

Medicalgas 25Cylinderspershift(3shifts:eachshifts2technicians,1Operator3shifts)

Contingency 15%

9

physiotherapy

Physiotherapist 1:5-6patientsinaday(31patientsinaweek)

PhysiotherapistTechnician 1Physiotherapist:2Technicians(20:80)

PhysiotherapistTechnician(Contingency) 15%

10

psychiatry GeneralPsychiatrist 1:75PatientsinaweekElectroencephaloGraphyTechnician 1machine:1TechnicianOccupationalTherapist Counselor

11

pediatric

GeneralPediatricians 1:105patientsperweek(workingouttobe30patientsperday)

Neonatologist 1:60pts/weekPediatricIntensivist(MD) 1:60pts/weekPediatricCardiologist(MD) 1:60pts/weekPediatricNephrologist(MD) 1:60pts/weekDevelopmentalPediatrician(MDPediatrics) 1:60pts/week




11

GDMO 1doctor:36patientsperdayPediatricphysiotherapist(Masters) OPDPediatricphysiotherapistGeneral OPDTechnicians OPD

12

medical InternalMedicineSpl 1:105patientsperweekGastroenterologist 1:60pts/weekCardiologist 1:60pts/weekNephrologist 1:60pts/weekMedicalOncologist 1:60pts/weekNeurologist 1:60pts/weekRheumatologist 1:60pts/weekIntensivist 1:60pts/weekEndocrinologist(Diabetes) 1:60pts/weekInfectiousDiseaseSpecialist 1:60pts/weekChestPhysician 1:60pts/weekGeriatricMedicine 1:60pts/weekHematologist 1:60pts/weektechnicians Echo 1Technicianfor1machineEndoscopy 3Technicianfor1machineGDMOforICUs 1eachforeachshift25beddedDialysisHospital 3GDMO

13

forensicForensicSpecialist(ForensicPathology&ClinicalForensic)

1for1603hrs+15%contingency+correspondinggrowthfor10%growthincaseloadannually

LabTechnologistGDMOMortuaryTechniciansLabTechnicianForensicAssistants(ForensicPathology)

14

pharmacy PharmacistIPD 1:25bedsPharmacistOPD 1:72patientsPharmacyTechnician 1Pharmacist:10Pharmacytechnician




15

Dental OralandMaxillofacialsurgery 1:60pts/weekOralMedicine 1:60pts/weekProsthodontics 1:60pts/weekPedodontics 1:60pts/weekOrthodontics 1:60pts/weekGDDS 1:105patientsperweekDentalHygienist 1Specialist:1HygienistDentalTechnician 1Specialist:1TechnicianCommunityClinic Contingency 15%

16

Radio therapyRadiationOncologist 1Machine:1RadiationOncologist

MedicalPhysicist 1RadioOncologist:2MedicalPhysicist

RadiationTherapist Dosimetrist 1Dosimetrist:1Machine

17

opthalmologyOphthalmologist(General) 1:105patientsperweekOphthalomogist(Community) 1:60pts/weekCornea&AnteriorSegmentSpecialist(afterMD) 1:60pts/week

GlaucomoSpecialist 1:60pts/weekPediatricOphthalmologist 1:60pts/weekOculoplastyandOrbitSpecialist 1:60pts/weekVitreoRetinaSpecialist 1:60pts/weekNeuroOphthalmologySpecialist 1:60pts/weekUveaandOccularImmunologySpecialist 1:60pts/week

Technologist 1:105patientsperweekOptometrist 1:105patientsperweek

18

Gynecology and obstetrics Services

Gynae-obstetritician(General) 1OPD:1Specialist+1foroncall+1forOT

Gynaecologist(Onco) 1OPDand1OTGyanecologist(MaternalFetalMedicine) 1OPDand1forUltrasound(level3)




18

Gynaecologist(InfertilityandReproductiveMedicine) 1forOPDand1forIUI/IVF

Urogynecologist 1forOPDand1forOT/UrodynamicsStudy

GDMO 3shifts+1contingency

19

Clinical laboratory

Pathologist(Onco,Hemato,Cyto,Dermato,Renal)

1for1603hrs+15%contingency+correspondinggrowthfor10%growthincaseloadannually.

LabTechnologist/Technician1for1603hrs+15%contingency+correspondinggrowthfor10%growthincaseloadannually.

Phlebotomist Asperthenumberofworkstation

20

ent

ENTSpecialist(General) 1:100patientsperweek(workingouttobe25patientsperday)

ENTSpecialist(HeadandNeckOncoSurgeon) 1:60patientsperweek

ENT(Otologist) 1:60patientsperweekENT(Laryngologist) 1:60patientsperweekENT(Rhinologist) 1:60patientsperweekPediatricENT 1:60patientsperweekAudiologist(Degree) 1:48patientsperweekSpeechTherapist 1:34patientsperweekSwallowingPathology 1:22patientsperweek

ENTWardTechnician 5ENTChambers+OT(2scrub+1circulation)

MobileENTHealthservices 8daysinayear*8staffs*9hours15%ENTTechnicianbackupforleaves 15%contingency

21

Gynecology obstetrics

Gynae-obstetritician(General) 1OPD:1Specialist+1foroncall+1forOT

Gynecologist(Onco) 1OPDand1OTGynecologist(MaternalFetalMedicine) 1OPDand1forUltrasound(level3)

Gynecologist(InfertilityandReproductiveMedicine) 1forOPDand1forIUI/IVF




21Uro-gynecologist 1forOPDand1forOT/Uro-dynamics

StudyMenopauseSpecialist SubjecttostartofOPDGDMO 3shifts+1contingency

TheGeneralStandardforNurseshasbeenworkedoutas1Nurse:6beds.However,forthefollowingservices,theratioofNursetobedvariesasfollows:

Sl. no Ward/ Unit Ratio1 Cabin Requirement1:42 AdultICU Requirement1:13 PICU Requirement1:14 Oncology Requirement1:45 NICU Requirement1:16 NICU/HDU Requirement1:27 BirthingCenter Requirement1:38 HemoDialysis Requirement1:29 Emergency(RedZone) Requirement1:110 Emergency(YellowZone) Requirement1:211 OperationTheatre Requirement3:112 PreAnestheticUnit Requirement1:413 PostAnestheticUnit Requirement1:1

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