Civil Service Reform Sub-Programme Action Plan: 2004/05 ...siteresources.worldbank.org/INTETHIOPIA/Resources/PSCAP/five_year... · OS Objective 4 To provide CSR co-ordinating structures

110

Civil Service Reform Sub-Programme Action Plan: 2004/05-2008/09 (Bir '000)

Component/Objectives Activities

Timeframe & Cost (Birr ‘000)

Total Cost

Output

Responsible Agency

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Component 1 26,529 11,893 6,682 5,392 3,045 35,690 17,850 53,541 Strengthening CSR Co-ordinating Structures

Overall Objective Strengthening the CSR co-ordinating structures both at federal and regional level, so that they will have enhanced capacity to effectively and efficiently oversee, drive and co-ordinate CSR activities, and facilitate a change process founded upon effective participation and consultation with stakeholders (civil servants, civil society organisations, and the public at large)

Objective 1 To provide CSR co-ordinating structures with improved institutional frameworks by the middle of 2005

Review existing functions, responsibilities & structures of the CSR co-ordinating bodies

All the CSRP-OS

111

Component/Objectives

Activities


Total Cost

Output

Responsible Agency

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Identify actions

that need to be taken to improve organisational arrangements of CSR co-ordinating functions

All the CSRP-0S

Facilitate and support implementation of the approved recommendations of the task force

Ditto

Implement measures identified for improving the organisational arrangements of SCR co-ordinating structures

All the CSRP-OS

112

Timeframe & Cost (Birr '000)

Total Cost Output

Responsible Agency


Action

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Objective 2 To provide CSR co-ordinating structures with appropriate systems, and best practices for strengthening their CSR management (including M&E) and co-ordination capacity by the middle of 2005

Identify appropriate systems, and best practices for CSR management & coordination

CSRP-O (MCB)

Develop the systems by engaging a consultant/s as needed and required - say for the development of an M&E manual and a system of performance taking, and adopt

Ditto

roll out and facilitate

Ditto

113


Total Cost

Output

Responsible Agency


Action

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Objective 2

Ditto Objective 3 To provide training & other skill upgrading opportunities to key staff to strengthen their capacity by the middle of 2005

Assess skill capacity gaps and training needs

All CSRP-0S

Design training and staff development programmes. Conduct training

Ditto

Establish criteria for selection of staff of study tour programmes

Select staff from the various CSR co-ordinating structures for exposure to best practices in other countries

Expose groups of selected staff to practices in

CSRP-O (MCB)

114


Total Cost

Output

Responsible Agency


Action


other countries through a study tour programme

Study and implement conditions that help raise staff morale & productivity, and promote professional work ethics and commitment

All CSRP-OS

Objective 4 To provide CSR co-ordinating structures with appropriate IEC capacity for CSR promotion and soliciting effective support to the CSR initiative by the middle of 2005.

Provide CSRP offices with IEC professionals, equipment and know-how

All CSRP-OS

Strengthen the CSRP Web page and create sub-pages for regional CSRP offices and create linkages with all other CSRP offices

Ditto

115


Total Cost

Output

Responsible Agency


Action


and as many of the CSR

Design, develop, adopt and facilitate implementation of an IEC strategy to promote the CSRP

Component 2 29,704 37,987 28,878 14,596 5,842 77,996 39,010 117,006 Improving Governance of Financial Resource Management & Control In Institutions

Overall Objective To strengthen the enabling environment, enhance human and institutional capacities in Federal Civil Service Institutions so that they will be able to effectively and efficiently manage and control their capacities.

Objective 1 To provide federal and regional civil service institutions with an enabling environment for financial resource management and internal control/audit functions.

Assess the development status of

116


Total Cost

Output

Responsible Agency


Action


legislations and working systems for EM&C

Refine & adopt legislations & working systems prototyped to improve finance management and internal control/audit

Ditto

Complete development of the remaining legislations & working systems

MoFED, BOFEDs & all the CSRP-OS

Roll out new & improved legislations & systems for implementation by federal target institutions.

Undertake rigorous follow up & monitor implementation of rolled out legislations & working systems.

117

Component/ Objectives

Action


Total Cost

Output

Responsible Agency

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Objective 2 To strengthen the capacity of key staff of the EM&C functions of regional civil service institutions for effective & efficient EM&C by the end of the plan period.

Develop training material & refine the existing ones (if any).

Train trainers on legislations & working systems for improved expenditure management & internal control

Provide training to relevant staff of regional institutions on legislations & working systems

MoFED, BOFEDs & all the CSRP offices

Follow-up & evaluate training offered, and compile reports.

Ditto

118


Action


Total Cost

Output

Responsible Agency


Objective 3 To improve the quality, accuracy and timeliness of the financial information provided for strategic, tactical & operational decision-making and enable effective utilisation of financial information

MoFED

Roll out centrally designed IFMIS to selected federal and regional target institutions

MoFED

Consolidate/update the IFMIS as needed & required

Ditto

Roll out and facilitate implementation of updated IFMIS in all federal institutions

Ditto

119


Action


Total Cost

Output

Responsible Agency


Assess the requirements of the finance management & internal control functions of key federal institutions for computers & accessories

Prepare technical specifications for computers to be purchased

MoFED, BOFEDs & all CSRP -OS

Procure computers, distribute them and provide installation assistance.

Provide computer training.

Objective 4 To provide OFAG and RAOs with:

RAOs & Regional CSRP-OS

120


Total Cost

Component/Objectives Action


Output

Responsible Agency

- an enabling environment (improved legislations and working systems), and - improved organisational arrangements, and - adequately trained staff for carrying out their external audit functions in more comprehensive, modern, effective and efficient ways, by the end of the plan period.

Refine, adopt and facilitate and support implementation of new and improved legislations and working systems already prototyped to improve external audit/control processes.

Ditto

121


Total Cost


Action


Output

Responsible Agency

Review the functions and structures of RAOs & develop & implement improved organisational arrangements with their departmental roles and responsibilities clearly defined.

Ditto

Provide training to key staff of OFAG and RAOs.

OFAG & RAOs

Component 3 34,871 21,308 9,568 5,766 2,636 49,427 24,721 74,149 Improving Governance of HRM & Control

Overall Objective To strengthen the enabling environment, and the human and institutional capacities of civil service institutions, at all levels, for effective and efficient HRM and control for resulted oriented performance and service delivery by the end of the plan period.

Objective 1 To provide civil service institutions with an enabling environment for carrying out their HRM and control functions

122


Total Cost


Action


Output

Responsible Agency

Assess the development status of legislation and working systems for HRM and control

Refine and adopt or adapt HRM regulations, directives, guidelines, and manuals centrally prototyped

FCSC

Complete and adopt on-going regulations, directives, guidelines and manuals.

Ditto

Initiate, develop and adopt regulations, directives, guidelines and manual which are not yet started.

FCSC

Roll out new and improved legislations, directives, guidelines and manual, and facilitate and support their

FCSC

123


Total Cost


Action


Output

Responsible Agency

implementation Tailor non

cross cutting legislations and working systems to circumstances of the various regional states

Objective 2 To strengthen the capacity of key staff of the HRM & control functions of civil service institutions for effective & efficient HRM & control by the end of the plan period.

Retrain trained trainers on new and improved legislation, directives, guidelines and manuals for HRM and control

Develop training materials & refine the existing ones (if any) for TOT and participants

Train staff of HRM functions of institutions on new &

FCSC & RCSCs with CSRP offices

124


Total Cost


Action


Output

Responsible Agency

improved regulations and working systems

Objective 3 To enable institutions procure & provide quality, accurate and timely HRM information for strategic, tactical & operational decision-making, and utilize same effectively & efficiently over the plan period.

FCSC

Pilot test the newly designed HRMIS

Consolidate/up date the HRMIS and roll it out to a wider range of civil service institutions, and facilitate its application

Assess computer needs of all civil service institutions to install HRMIS

Procure and distribute computers for the HRM & control functions of key civil service

FCSC

125


Total Cost


Action


Output

Responsible Agency

institutions at all levels.

Provide computer training.

FCSC & CSRP-OS

Component 4 20,517 44,708 37,568 31,871 33,917 112,375 56,205 168,580 Improving performance and Service Delivery in the Entire Civil Service

Overall Objective To build the performance & service delivery capacity of key civil service institutions by facilitating and supporting implementation of reform measures including modern management tools and best practices over the plan period

Objective 1 To promote performance & service delivery improvement in key civil service institutions through encouragement of adoption & implementation of reform measures-including modern management tools & best practices over the plan period.

Facilitate & support performance & service delivery Improvement in few selected federal

Ditto

126


Total Cost


Action


Output

Responsible Agency

ministries, commissions and agencies on a trial basis by introducing the PSIP manual.

Refine and update the PSIP manual

Familiarise other federal and regional civil service institutions with PSIP manual

Ditto

Call federal and regional civil service institutions 0to prepare & submit their plans for performance and service delivery

CSRP office MCB

Install new performance appraisal systems in all public institutions

CSRP office MCB

127


Total Cost


Action


Output

Responsible Agency

Provide training materials and training in appraisals (written and face to face (TOT and participants)

MCB

Carry out base-line-surveys (including stakeholder feedback) for all public institutions

MCB

Roll out systems of rewards and sanctions (including both non-financial and where possible financial rewards)

CSRP office MCB

Component 5 9,548 13,249 8,271 5,761 2,719 26,362 13,185 39,547 Improving Accountability and Transparency in the Federal Civil Service

Overall Objective To build a federal civil service which is democratic, accountable and transparent

Objective 1

128


Total Cost


Action


Output

Responsible Agency

To create an enabling environment for ensuring accountability & transparency with in the entire civil service.

Assess the status of legislation & operating systems for strengthening accountability and transparency

Ditto

Refine & adopt the new & improve legislations & operating systems prototyped for strengthening accountability & transparency.

CSRP office MCB & Lead Agencies

129


Total Cost


Action


Output

Responsible Agency

Roll out and facilitate and support implementation of legislations & operating systems for enhancing accountability & transparency.

All CSRP-OS

Carry out information, education and communication programme to inform civil servants and citizens about reforms and improvement to services (make use of all medial available in region) TV, radio, Newspapers, drama, puppetry, newsletters, brochures, posters, etc. including traditional systems for disseminating information.

Ditto

130


Total Cost


Action


Output

Responsible Agency

Strengthen citizen's and institutional charters in all government institutions ensuring posting of promised standards of service and client's rights to demand same

Ditto

Strengthen systems for gathering client complaints

Ditto

Roll-out monitoring and evaluation system, manuals and training materials in all regions

Ditto

Adapt Code of Ethics and apply in regional institutions

Ditto

Improve records management legislation and systems at regional levels

Ditto

131


Total Cost


Action


Output

Responsible Agency

Strengthen anti corruption legislation and systems at regional levels

Develop CSRP Web-Page with all regions having sub pages.

Design & develop legislations & operating systems, which are not yet initiated.

Ditto

Objective 2 To promote development of accounting & auditing skills, within the civil service over the plan period.

Establish a body/board for the development of accounting & auditing profession

MCB through its CSRP-O

Facilitate adoption & implementation of rolled out legislations & systems

Ditto

Provide TA & implementation support to

Ditto

132


Total Cost


Action


Output

Responsible Agency

institutions Follow-up

progress & monitor changes .

Ditto

Assess impacts.

Identify implementation constraints & propose solutions

Ditto

Objective 3 To secure the development & improvement &of accounting & auditing (A&A) skills, within the civil service.

Refine & adopt the legislation already prototyped for the establishment of a professional body for the development of the A&A profession.

CSRP office of MCB

Establish a body with a set of rules & procedures.

Select & design courses for skills upgrading

Board

Identify & Board

133


Total Cost


Action


Output

Responsible Agency

register trainees.

Identify providers of training & train trainers.

Board

Deliver training Design &

develop detailed rules & procedures for A&A professional development.

Board

Component 6 17,245 22,832 17,049 10,268 4,766 48,102 24,058 72,160 Strengthening the top management systems of Federal Civil Service

Overall Objective To develop top management capacity and improve the systems with which top & middle level managers carry out their core functions at the federal level so that they will be able to effectively & efficiently discharge their responsibilities, provide sustained leadership to the on-going process of change and reform, and translate strategic government policies, programmes & projects into performance & the delivery of improved public services.

Objective 1 To provide top

134


Total Cost


Action


Output

Responsible Agency

management with an enabling environment so that it will be able to effectively & efficiently execute its roles & responsibilities and make appropriate policy decisions to ensure effective translation of policies & strategies into result oriented performance & service delivery. Identify top

management systems & practices to enhance the effectiveness & efficiency of the top leadership of the civil service.

CSRP-O (MCB)

Assess the status of top management systems.

Ditto

Complete top management systems & procedures.

Ditto

135


Total Cost


Action


Output

Responsible Agency

Refine, adopt & facilitate implementation of the TMD handbook

CSRP-O

Facilitate and support implementation of SPM handbook.

Ditto

Design, develop, adopt and facilitate the remaining TMS

Ditto

Identify local norms, values and barriers that inhibit the progression of women in management roles

Develop proactive guidelines for promotions and recruitment of women in management roles

136


Total Cost


Action


Output

Responsible Agency

Objective 2 To develop the skills and competence of top managers to enable them lead and manage the change/reform process and become responsive to the needs and demands of the public.

Refine, adapt and adopt the TMD guideline

Ditto

Develop standard training programme for all top managers and potential top managers (e.g. strategic planning, team building, budgeting, financial management and control, delegation skills, performance appraisal skills, motivation of staff skills, participatory decision making capacity, project management

Ditto

137


Total Cost


Action


Output

Responsible Agency

techniques,) Develop

institutional capacity in training institutions to provide similar training even after completion of the programme

Provide training to political leaders on essentials of management systems

Develop guidelines for study tours

Objective 3 Design a

programme for continuing & participative Top Management Development.

CSRP office of MCB

Implement the programme by engaging top managers & potential leaders (civil servants) in the programme

CSRP office of MCB

138


Action


Total Cost 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Output

Responsible

Agency

Component 7 3,158 3,591 3,239 1,936 659 8,387 4,195 12,582 To Build Policy and Institutional Governance Capacities of LDRs: Afar, Benshangul-Gumuz, Gambela and Somali

Overall Objective To create and build (with flexibility and sensitivity to exiting infrastructure, capacities and political and socioeconomic conditions) the policy and institutional governance capacities of the 4 LDRs.

Objective 1 To build the capacities of top officials of the 4 LDRs to make decisions affecting citizens' life and to effectively and efficiently discharge development and public service delivery functions

Assess the policy formulation methods, capacities and institutional strengths of the 4 LDRs and evaluate their short and long term needs.

CSRP offices of MCB and LDRs

139


Action


Total Cost


Output

Responsible

Agency

Identify regions’ critical policy and institutional governance capacity gaps

Draw lessons of experience of other countries in relation to addressing policy and institutional governance capacity inadequacies.

Develop proposals of recommendations for building the policy and institutional governance capacities of regions

Present proposals for discussion and consultation at meetings of top officials and communities to collect their views.

Facilitate, support and co-rdinate implementation of agreed upon

140


Action


Total Cost


Output

Responsible

Agency

solutions. Programme Management & Operation Cost (Regions) 2.5%

Total 142,333 156,058 111,713 75,795 53,708 359,702 179,905 539,606

141

Logical Framework

142

Civil Service Reform Sub-Programme Logical Framework

Component 1: Strengthening the Capacity of CSR Co-odinating Structures

Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks

Overall Goal: Establishing a system of administration capable of effectively and efficiently implementing government policies and programmes and delivering public services.

• Performance and service delivery improvement promoted

• Number of citizens satisfied with public services increased

• Reform accomplishment/implementation reports,

• M&E reports • Client survey

• Leadership commitment, • Resource availability • Participation of

stakeholders

Purpose I.I Strengthening the capacity of CSR co-ordinating structures.

Number of CSRP offices and the CSR offices/units of civil service institutions capacitated to facilitate & support a change process founded upon participation and consultation with stakeholders effective by the middle of 2005.

• Reform accomplishment/implementation reports

• M&E reports

• Leadership commitment, • Resource availability

Output: 1. Well organised CSR co-ordinating structures, with clearly defined responsibilities, functional roles & internal relationships.

• Number of CSRP regional offices and the CSR civil service institutions at all levels having improved organisational arrangements by the middle of 2005.

• Reform performance reports • Findings from field visits

• Availability of financial resource

• Commitment to implement restructuring options

2. Enabling environment (working

systems & procedures), 3. Enhanced IEC capacity

• Number of CSR management & co-ordination systems identified, developed, adopted and installed by the middle of 2005.

• Prioritization & sequencing requirements of the CSR identified and implemented by the middle of 2005.

• Number of IEC measures/actions identified and taken.

• Percentage of target groups identified & sensitised about the objectives and benefits of the CSR initiatives.

• Reform performance reports • Findings from field visits • M&E reports

• Availability of financial

resource • Difficulty of engaging

external consultants. • Speed and effectiveness of

the process of deepening decentralisation

143


Major Activities • Review existing functions, responsibilities

& structures of the CSR co-ordinating structures

• Study & recommend organisational arrangement options.

• Facilitate & support implementation of the recommended options.

• Identify training needs • Provide training • Expose key staff to experiences in other

countries. • Design, develop, adopt and install

systems for CSR management & co-ordination, M&E and performance tracking.

• Provide CSR co-ordinating structures with IEC professionals & equipment.

• Develop IEC strategy & support implementation.

Inputs • External consultants • IEC equipment • Professional and support service

staff • Conference cost-tea, coffee etc. • Transportation cost-fuel and

lubricants • Documentation-printing and

binding • Per diem-trainees and participants

in the reform activities • Stationeries and printing costs

• Reform performance reports • M&E reports


resource • Staff commitment

Component 2: Improving Governance of financial Resources Management & Control

Purpose 2.1

Strengthening the enabling environment, and the human and institutional capacities of the civil service institutions for improved financial resource management and control

• Number of civil service institutions that have improved their effectiveness & efficiency of resource allocation & utilisation enhanced with in the civil service at all levels.

• Reform performance reports • Supervision • M&E reports



144


Output 1. New and improved EM&C legislations

and working systems developed, and working systems developed, adopted, installed and implemented.

2. Human resource capacity to effectively and efficiently manage & control financial resources build and strengthened;

3. EM&C functions of the CSRP institutions provided with improved institutional frameworks and equipments/computers

• Number of EM&C and audit

(Internal and External) legislations and working systems identified and prototyped.

• Number of institutions at all level adopting and applying rolled out systems,

• Number of key staff of the finance and internal auditing functions trained in the execution of EM&C functions,

• Number of key staff of the auditing offices trained in executing external audit functions.

• Number of EM&C functions of institutions with improved institutional frameworks.

• Number of institutions with working IFMIS systems;




Major Activities • Complete the development of the

remaining operating systems and procedures for EM&C;

• Refine and adopt prototyped legislations and working systems;

• Roll out legislations and working systems ready for implementation:

Input • Consultants. • Computers and accessories • Professional and support service

staff. • Consultation workshop cost-tea,

coffee etc.

• Availability of financial resource • Staff commitment



• Facilitate effective implementation of rolled out legislations and operating systems;

• Improve and strengthen the institutional frameworks of finance and internal audit functions of federal institutions;

• Improve and strengthen the institutional frameworks of governmental audit offices.

• Update existing training materials and

• Transportation cost-fuel and lubricants

• Printing and binding cost. • Stationery.




145

Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks identify and develop new ones,

• Select target groups, and conduct training:

Purpose 3.1

Strengthening the enabling environment, and enhancing the human and institutional capacities of the civil service institutions resource capacities of the federal and regional institutions for improved HRM and control

• Number of civil service institutions that have improved their effectiveness & efficiency of resource allocation & utilisation enhanced within the civil service at all levels by the end of the plan period




• Complete the design and development of the remaining operating systems and procedures for improved HRM & control for adoption by federal and regional institutions.

• Refine and adopt those operating systems

(directives, procedures and manuals) prototyped but not finalized and have not progressed to implementation phase.

• Roll out the new and improved working

systems ready for implementation and facilitate their effective application by federal & regional institutions.

• Strengthen the HRM and control functions

of civil service institutions in terms of providing them with improved organisational set-ups and modern equipments/computers.

• Strengthen the human resources

capacities of federal & regional institutions in terms of providing them with training and motivation.

Inputs • Consultants. • Computers and accessories

• Professional and support service staff.

• Consultation workshop cost-tea, coffee etc


• Printing and binding cost.

• Stationery

• Reform performance reports

• Supervision

• M&E reports



146

Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/

Risks Component 4: Improving Performance and Service Delivery

Purpose 4.1 • Enhance performance and service delivery

capacity of the federal & regional institutions

Output Significantly improved performance and service delivery in federal & regional institutions

• Number of institutions

implementing reform measures and modern management tools such as strategic planning, performance based budgeting, partnership creation and management, performance measurement and appraisal, reporting and records management etc.

• Number of managers and key staff of institutions trained to effectively and efficiently implement reform measures/modern management tools and practices for improved performance and service delivery;

• Number of institutions restructuring their organisational set ups;

• Number of institutions making use of PSIP manuals




Major Activities • Identify, prioritize and adopt performance

and service delivery improvement measures, management tools and best practices;

• Roll out identified performance and service delivery improvement measures, management tools and best practices, and facilitate and support their effective



• Consultation workshop cost-tea,

coffee etc




147

Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/ Risks

implementation by federal & regional institutions;

• Co-rdinate human resources and institutional capacity building measures for the effective implementation of performance and service delivery improvement measures, management tools and best practices;

• Transportation cost-fuel and

lubricants


• Stationeries Component 5: Improving Accountability and Transparency

Purpose 5.1 • Ensure greater understanding and

commitment to proper conduct of government business and safeguard and use of public property.

• Enhanced accountability and transparency

• Availability of financial resource

• Staff commitment

Output Significantly improved performance and service delivery in federal & regional institutions

• Number of institutions with internal

and external auditing functions strengthened;

• Number of financial management and auditing functions in institutions, at all levels, staffed with qualified accountants and auditors;

• Number of anti-corruption legislations installed and measures appropriately implemented;

• Number of M&E techniques significantly increased at federal and regional level of government.




148


Activities • Facilitate completion of legislations and

working systems for enhancing accountability and transparency, and the development of the accounting and auditing professions.

• Refine adopt, and facilitate roll out and implementation of completed legislations and working systems.

• Strengthen institutional and human resource capacities.

• Facilitate the promotion of various techniques for monitoring and evaluating the performance of the civil service in line with the requirement of the National Service Delivery Policy and the National Charter on Citizens' right and Responsibilities:

• Roll out the systems and techniques and facilitate their implementation.



• Consultation workshop cost-tea, coffee etc



• Stationeries




Component 6: Strengthening Top Management Systems

Purpose 6.1 • Strengthen top management systems and

build top management capacity

• Number of top managers with strengthened capacity.



Output

• Effective and efficient top management systems;

• Effective and efficient top management

structure;

• Number of systems and

management arrangements for strategic planning and management, identified, developed, adopted and installed;

• Number of institutions with top management training plans in place

• Number of political leaders trained in civil service management;




149


• Number of management staff with clear understanding of SPM as well as managing value for money;

• Number of top managers well informed about the advantages of delegation frameworks, revision of legislative mandates, role and organisational restructuring etc..

• Number of woman managers in the civil service

• Number of institutions with study tour guidelines

Activities • Complete the design and development of

systems needed to strengthen the TMS of the civil service, and adoption and roll out;

• Refine and adopt, roll out, and facilitate and support implementation of the TMD guideline.

• Provide training to meet the capacity needs of top and middle level mangers;



• Consultation workshop cost-tea,

coffee etc



• Stationeries




150

District-level Decentralisation

151

District-level Decentralisation Sub-Programme

Action Plan (2004/05-2008/09)

Timeframe and Cost (Birr '000) Total Cost Component/Objectives Activities

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Component 1 Total 6,537 7,867 4,322 4,350 1,530 7,382 17,224 24,606

Output

Responsible Agency

Institutional/Organisational Arrangement Objective To refine and create the legal and institutional environment to devolve power to woredas, improve local governance, establish/build efficient organisational structure of public sector offices and define the roles of kebele/lower level units in 441 rural woredas in Amhara, Oriomia, SNNPS and Tigray, and 111 rural woredas in Afar Benshangul-Gumuz, Gambela, Harari and Somali regional states for responsive public service delivery

1. Conduct gap analysis on woreda functional assignments and propose remedial measures for refinement

Functional assignment assessed and legal framework for clear division of functions formulated

/MCB,CBB/SUB-Progrmme units,CSC,MI, CSRP, RSSB, MOFED, MFA

152

Timeframe and Cost (Birr '000) Total Cost Component/Objectives Activities 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Component 1 Total 6,537 7,867 4,322 4,350 1,530 7,382 17,224 24,606

Output

Responsible Agency

2. Assess and promulgate legislation for functional divisions in 5 regional states (Afar, Benshangul-Gumz, Gambela, Hrari and Somali)

3. Adopt and introduce guidelines, directives, procedures, working systems on woreda institutional and organisational arrangements

4. Facilitate the deployment of personnel and logistics in 5 regional states

5.Conduct study and prepare manual on woreda functional relationships for public bodies, NGOs and kebeles

Restructuring guideline developed Manual on accountability relationships, and transparency in local governance produced and implemented

153

Timeframe and Cost (Birr '000) Total Cost


2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

6. Prepare guidelines on research in and structure woreda institutions in 5 regional states (Afar, Benushangul-Gumz, Gambela, Harari and Somali)

7. conduct restructuring and performance improvement study for woreda institutions in 4 regional states (Amhara, Oromia, SNNP Tigray)

154

Timeframe and Cost (Birr '000) Total Cost Component/Objectives

Activities

2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

8. Organise and conduct sensitisation/consultative workshops on woreda institutional and organisational arrangements

9. Undertake inter-regional experience sharing on decentralisation and capacity building

10.Establish and strengthen HIV/AIDS committees in kebeles

11. Provide organisational support for saving and credit institutions to empower the poor, especially women

155



2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

Component 2 Total 25,240 38,848 34,378 36,249 23,819 52,305 106,193 158,498 Minimum Standard Objective

1. Develop woreda public sector human resource human resource planning system

HRP prepared and implemented based on refined structures

CBB, CSC, MI, CSRP, RSSB, MOFED, MFA, MCB, WAO, RCSB

To ensure the availability of sufficient personnel, enhance professional and leadership competence and role out human resource development plan for rural woredas

2. Conduct HR need assessment, analyze and project indicative national and regional human resource plan

3. Develop woreda HR development, acquisition and special motivation strategy

Training provision system developed Standard training modules developed

4. Improve personnel management and administration systems and adapt recruitment directives for woredas

156


Activities

2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

5. Conduct TNA and project short and long term training requirement at national and regional levels

6. Conduct region specific studies on training provision system and develop courses

7. Develop and execute systems for provision and evaluation system for training

8. Develop modules, training manuals and materials for basic sectors for short term in service training

9. Conduct short term in service training TOT for electorates, executives and civil servants

10. Provide

157


Activities

2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

11. Evaluate/conduct assessment on staffing and training

12. training on

study results strategies and key aspects of decentralisation

13. Conduct training facilitation techniques

14. Provide in

service training on local development planning and capacity building for woreda personnel through distance learning

158



2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

Component 3 Total 8,717 10,306 10,449 6,642 4,766 13,488 27,391 40,879 Grass-roots Participation Objective

1. Assess the level of community participation

2. Develop grass roots participation frameworks in the regional context and introduce them in rural woredas/kebeles

3. prepare guidelines on sector-wide integrated grass roots community participation(health, education water, cooperatives, etc.)

Grass-roots participation system manual developed, introduced and strengthened Integration of civic societies and NGO enhanced

CBB, CPMSB, Woreda, DPPC, BOFED

159


Activities

2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

To enhance the participation and empowerment of the rural woreda population at the grass-roots level in affairs affecting their lives in the development and democratic processes

4. Develop strategy and mechanisms for participation of stakeholders

5. Develop and introduce participatory promotion techniques and sensitisation materials and disseminate them (kits, posters pamphlets, drawings, banners, communication software)

6. Conduct national and regional level consultative/planning workshops and experience sharing on participation

Appropriate local organisations established based on needs Timely reporting and improvement of the participation Effective consultation sensitisation and awareness conducted and commitment created

160


Activities

2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

7. Conduct

sensitisation on participation at rural woredas and kebeles

8. Provide special support/training for women's participation

9. From development team level professional advisory committee from sectors for enhancing participation

10. Provide local organisational support and facilitate the establishment of different development teams at the grass-roots based on common goals

161


Activities

2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

11. Facilitate the establishment of kebele level committees by increasing the number and decision making power of women members

12. Assess and improve the degree of participation of women in rural district in decision making or governance

13 Monitor and evaluate implementation of grass-roots participation

Conduct on going monitoring and impact assessment on grass-roots participation in pilot woredas/kebeles in regional states

162


Activities

2004/05

2005/06

2006/07

2007/08

2008/09 Local

Foreign

Total

Output

Responsible Agency

14 Conduct reviews on accountability of woreda electorates and civil servants

15. Assess and create conductive environment for establishing woreda level stakeholders' forum (NGO's, civil societies, etc) to enhance public participation at grass-root level

163

Timeframe and Cost (Birr '000) Total Cost Component/

Objectives Activities

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Output

Responsible Agency

Component 4 Total 11,160 8,514 5,929 6,593 3,597 11,600 23,552 35,152 Programme Development

1. Assess and refine decentralisation strategies and linkages at regional and federal levels

2. Conduct policy analysis and decentralisation and capacity building

3 Conduct impact

assessment and review gaps on decentralisation and capacity building on the overall development of woredas

4.Develop

benchmarks, and monitor and evaluate implementation

5. Evaluation of overall performance

Refined decentralisation policy or act developed

CBB-SUB-Programme units BOFED, MFA, MCB

164

Timeframe and Cost (Birr '000) Total Cost Component/



Responsible Agency

Objective Elaborate decentralisation policy strategy and enhance implementation capability and linkage

6. 6.Conduct study tour and submit reports on various aspects of decentralisation and capacity building

7. Strengthening

programme office and co-ordinating unit

8. Study the capability and structure of the regional management institute to serve as a resource center for woreda needs.

9.Conduct sensitisation workshop

10.Conduct experience sharing with regional states on the overall development of the sub-programme

11. Adapt operating manual and establish base-line data

Execution capacity strengthened Clear decentralisation strategies documents produced Gaps of linkages identified for intervention Progress and review reports prepared Sub-programme units established and/or lead organisations at the regional level facilitated strengthened Awareness Created on HRD

165

Timeframe and Cost (Birr '000) Component/

Objectives Activities 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Output

Responsible Agency

Component 5 Total

4,086 4,065 2,379 3,752 440 4,858 9,864 14,722

Woreda Fiscal Transfer and Own Revenue Enhancement Objective

1. Assess potential expenditures to be assigned to woredas

2. Conduct assessment, develop and introduce improved formula for woreda fiscal transfer and budget allocation system

3. Introduce facility base grant transfers as budgeting instrument

4. Assess strengths

and weaknesses of the financial calendar and notification of block grant

5. Assess revenue generating institutions capacity of each woreda and identify problems in revenue generation

Region/woreda fiscal transfer and own revenue enhancement mechanism model developed and introduced Woreda budget allocation/ prioritization working manual refined

CBB, BOFED, CSB, CSO, RRB

166

Timeframe and Cost (Birr '000) Component/ Objectives

Activities 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Output

Responsible Agency

Enhance intra government fiscal relationships, structures, effectiveness and efficiency of budget utilisation and enhancing own revenues

6. Study revenue potential and utilisation capacity or woredas; design and introduce capacity building mechanism for revenue enhancement

7. Design and introduce revenue sharing mechanism

8. Conduct regional

consultation workshop and experience sharing on fiscal structure

9. Assess and improve woreda capacity of priority setting and utilisation of financial resources

10. Conduct assessment on integration and availability of donor funds

Capacity gaps on own revenue and revenue sharing identified

167




Responsible Agency

Component 6 Total 3,253 3,026 3,773 5,767 890 554 11,194 16,708 Woreda (Local) Planning and Financial Control Objective To introduce local multiyear year planning system and fiscal framework to ensure efficiency of resource utilisation

1. Assess existing plans and implementation systems

2. Prepare and introduce local (woreda) multi-year comprehensive /integrated planning systems and fiscal framework

3. Develop specific and detailed planning manuals and guidelines and community based plan preparation system

4. Introduce budget preparation manuals

5. financial disbursement, reporting and identify gaps to improve reporting and monitoring system tailored to local situations

6. Introduce budget guidelines and standard services cost approach for budgeting

Comprehensive, multi-year local planning system produced System of integration of donor activities with woreda development established Reporting and monitoring of woreda improved Gaps on financial management identified

BOFED, CBB-SUB-Programme Unit , CBSO

168




Responsible Agency

7. Assess the flow of 8. Create

planning/project management capacity

9. Develop systems for funds management

10. Assess and improve donor funds' integration in to woreda development

11. Conduct experience sharing on local development planning, financial administration and reporting systems

12. Conduct planning integration system and financial management

13. Conduct surveys, review woreda planning, financial management and performance reporting

14. 14. Establish and

strengthen financial institutions

169




Responsible Agency

Component 7 Total 3,898 6,835 3,937 6,063 3,564 8,018 16,278 24,296 Minimum Standard Service Performance Mechanisms Objective:

1. Assess the types, standards and levels of services

2. Refine and adopt working manuals/ guidelines for minimum standard services

Minimum standard service indicators and performance mechanisms prepared Guidelines and formats developed for priority sectors

MCB, BOFED, WAO, CBBB-SUB-Programme units, CSB and concerned sectors

To improve planning and implementation capacities in

3. Develop and implement woreda performance benchmarking mechanism

Database and evaluation system strengthened

rural woredas by setting minimum standard systems (minimum standard service norms, benchmarks, performance tracking and reporting mechanisms and related guidelines)

170


Activities Timeframe and Cost (Birr '000) Output Responsible Agency

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total 4. Conduct

consultative workshop and provide training on minimum service standards and performance mechanism

5. Conduct assessment on implementation of minimum standard service indicators, norms and reporting mechanisms

171



2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Component 8 Total 29,976 33,222 18,004 9,114 9,007 32,777 66,546 99,323

Office Equipment Objective: To create enabling working environment by strengthening disadvantaged rural woredas and woreda offices with minimum basic office equipment or ICT related office facilities

1. Conduct needs assessment for equipment support parallel with improvement of systems development

2. Conduct training on use and maintenance of equipment

3. Procure computers, printers and accessories

4. Procure duplicate machine, photocopier

Key office equipped with equipment and transport facilities Trained personnel on the uses of equipment Gaps identified by woreda and equipment and transport facilities

MCB, BOFED, WAO, CBBB-SUB programme units

5. Procure fax machines

6. Procure field vehicles for regional co-ordinating units

7. Procure motor bikes

172



2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Component 9 Total 1,037 929 540 440 440 1,152 2,324 3,476 Strengthening Capacities of Lead Institutions

Organizations at regional level established/ strengthened

CBSC, OSC,OMI

Objective: To maximize the supply side intervention of affiliated lead public sector organisations at regional levels which are directly involved in rural woredas by building their capacities in the area of training, human resources development, database and systems development (Oromia)

1. Develop curriculum for basic sectors for rural woreda needs

2. Conduct training for facilitators and staff at regional levels

3. Improve database system of capacity building institutions at woreda and regional levels

173




Responsible Agency

Strengthening capacities of lead institutions

organisations at regional level established/ strengthened

CBSC, OSC,OMI

Objective: To maximize the supply side intervention of affiliated lead public sector organisations at regional levels which are directly involved in rural woredas by building their capacities in the area of training, human resources development, database and systems development (Oromia)

4. Develop

curriculum for basic sectors for rural woreda needs

5. Conduct training for facilitators and staff at regional levels

6. Improve

database system of capacity building institutions at woreda and regional levels

DLDP Total 93,904 113,613 83,711 78,970 48,053 137,094 280,566 417,660

174

Logical Framework

175

District-level Decentralisation Sub-Programme Logical Framework

Component 1: Woreda Institutional and Organisational Arrangements

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks

Goal: To contribute to operational efficiency in decentralised service delivery by creating enabling environment for devolution of power, accountable and responsible local governance system and public structure at rural woreda

Per cent of woredas with improved access, usage, and satisfaction for services provided or per cent of rural community satisfied with public service delivery

Opinions of rural woreda beneficiaries

Participation of public institutions and stakeholders at woreda and regional levels

Purpose: Create enabling institutional and legal environment to strengthen local governance and decentralised public institutions at rural woredas

Degree of accountability and responsiveness in local governance

Assessment report

Output: • Functional assignment assessed and legal

framework for clear division of functions formulated

• Restructuring guideline developed • Public institutions structured/restructured • Manual on accountability relationships,

Legislation enhanced for devolution of power to woreda in regional states No. of regional states with clearly defined functional assignments and legal framework for functional division between tiers of administration and sector institutions No. of woredas with refined functional assignments

Legal provision documents Study documents Performance report Evaluation report

Commitment and timelines to deepen decentralisation. Rational decisions on restructuring could improve the efficiency of service delivery and budgetary situation of woreda

176



and transparency in local governance produced and implemented

Overall guideline prepared for restructuring Specific regional guideline prepared for restructuring public bodies No. of woredas restructuring/institutions restructured effectively (with simplified and efficient structure) as per schedule Guidelines, manuals, directives, procedures for institutional/organisational measures prepared and introduced as per action plan Number of woredas and woreda offices adapted and introduced manuals, directives, procedures and guidelines Refined organisational arrangement for pooled supportive services Manual prepared defining relationships and accountabilities

Proceeding Field work reports

No. of regional lead organisations with improved capacity to meet objectives of districts capacity building programme

177


Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Activities: Assess functional arraignment and structures Prepare, approve and implement legal Framework, different regulations manuals and an functional assignment, Study woreda public institutions Prepare restructuring gridline Structure public institutions and transfer functions to woredas in five regional states Restructure woreda public institutions in four regional states Prepare document on accountability.

Input International consultants Local consultants Publications and translation Field work

Undertake experience sharing Conduct consultative and sensitisation workshops Conduct assessment on implementation and survey on opinions of beneficiaries

178

Component 2: Manning and Training (Human Resources Development)

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Goal: To enhance the availability and quality of personnel on a sustainable basis for efficient and effective service delivery at woredas/kebeles

Value added for effective and efficient woreda level plan execution

Assessment report

Purpose: The availability and quality of skilled manpower ensured

Percent of adequate, qualified and motivated personnel at woreda level Reduced turnover rate, attraction of skilled

Assessment report

Personnel Enhanced access and efficiency of training services at woredas

Output:

• HRP prepared and implemented based on refined starters

• Training provision system developed • Standard training modules developed • Gaps on training need identified • Personnel trained • Adoptive personnel management mechanism

introduced • Timely reports and feedbacks provided through

monitoring and evaluation • Awareness created on HRD

Rolled out mid-term woreda personnel requirement plan at regional level or standard document on the size and composition of manpower requirement No. of woredas which prepared human resource plans Minimum required personnel recruited and deployed in woredas in accordance to restructuring of sectoral offices Identified field of study and training and number of trainees Indicative and detailed modules developed on short -term training for basic sectors No of woreda council, executive organ and

Progress reports

Priority for investment to increase in payroll and salary scales

Civil servants trained in various fields and in key areas Number of training delivered to woreda public body on the newly designed working system Percent of women with upgraded leadership skill and empowered in public sectors Standard systems, guidelines, manuals, directives and frameworks developed on human resource management and administration

Capacity of regional training institutions enhanced

179


Activities: • Conduct assessment and formulate human

resource plan and acquisition strategy • Conduct training need assessment and project

requirements for long and short term • Develop woreda level HR motivation strategy • Prepare adopted personnel management system • Prepare training materials • Organise and provide TOT and training • Provide special support for women • Conduct assessment on manpower and training

results • Conduct consultative workshop

Input Local consultants Field work Publications and translation Other operating expenses

• Conduct M&E on training

180

Component 3: Grass-roots Participation

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Goal:

• To contribute for upgrading of standard of living, self reliance and PRSP

Percent of community, woreda witnessing success through implementation of vibrant grassroots participation

Performance reports surveys

Commitment and participation of stakeholders

Purpose: The participation of citizens, households and local communities and civic societies in the development and democratization process enhanced

Beneficiaries participation rate as per participation reporting mechanism or degree of participation/extent of decision making No. of women participated in decision-making process at local level Civic societies strengthened and level of integration at local level

Output: • Grass-roots participation system introduced

and strengthened • Integration of civic societies and NGO;

enhanced • Awareness and commitment created

• Appropriate local organisations established

based on their needs • Timely reporting and improvement of

participation

Regional states which developed and introduced manual for grass-root participation No. of woredas with adapted and detailed participatory framework grass-roots participation system No. of woredas which implemented grass root participation ensuring mechanism effectively Regional states which developed system for participation/integration of different stakeholders and civic societies

Study documents Evaluation Reports Progress reports

Commitment and participation of stakeholders

181

Component 3: Grass-roots Participation Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks

Size and extent of intensive training and sensitisation offered to the grassroots on overall participation system and on specific community level participation Number of consultative workshops, reviews held on various study results and implementation of participation system Number of local organisations stakeholders forum established inline to the grassroots participation system

Activities:

• Asses developmental problems and participation system

• Asses the degree of participation of women

• Refine and adopt the national framework

• Prepare sanitation and facilitation materials

• Conduct consultative and sensitisation

workshop

Input Local consultants Workshops Fieldwork Publications and translation

182


• Conduct TOT and consultative training • Establish different development teams for local

organisations • Asses and improve integration of NGOs, civic

society and donor agencies • Conduct ongoing monitoring and impact

assessment • Conduct reviews on the existence of woreda

electorates

Component 4: Programme Developmment Goal:

• To deepen decentralisation and enhance implementation capacity for fully democratic, operational, and constitutional federalism and to speed up sustainable development and poverty reduction

Efficient and effective implementation of the sub-programme

Leadership commitment

Purpose: • Decentralisation policy/strategy elaborated and

execution capacity of the programme strengthened

Planning and management capacity developed, strengthened and integrated at woreda levels Improved monitoring, technical assistance and on-the-job guidance for woredas

Report on decentralised capacity building activities performance report

183

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Output:

• Clear decentralisation strategies documents produced

• Gaps of linkages identified for intervention

• Progress and review reports timely prepared

• Sub-programme units established

Implementation of national strategies Regional decentralisation strategies No. of regional states with refined regional decentralisation strategies supporting devolution Documents produced on woredas

Progress reports study documents

Organisations at the regional level strengthened

Decentralisation strategies and capacity building interventions

Assessments and periodical reviews undertaken

Activities:

• Assess and refine national/regional • Decentralisation strategies linkages among

sector institutions and programmes at regional and woreda

• Conduct policy analysis on capacity building

and decentralisation

• Develop M&E assessment tool and database for benchmarking

• Conduct impact assessment

• Conduct baseline surveys and evaluate

implementation

Input International consultants Publications and translation Field work Workshops

184


• Strengthen the capacity of co-ordinating units or establish new ones

• Create capacity of the lead organisations at

the regional and woreda level through staff development and facilitation skill and project management

• Conduct study tours for staff • Provide logistics for sub-programme units

Component 5: Planning and Financial Control Goal: To improve priority setting allocation, use and predictability of local development activities

Degree of enhanced programme/project planning and implementation capacity or implementation rate of plan at woreda level

Reports

Purpose: Development activities managed effectively through realistic planning and control system

No of woreda with efficient utilisation of financial and material resources/accountable on financial use administration No of woredas having well prepared annual plans, projects and programmes information gap

185

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Output:

• Comprehensive local planning system produced

• System of integration of donor activities with

woreda development established

No. of woredas with developed, elaborated multi-year local planning Number of woreda institutions adopted local planning integrated to strategic planning and management

Prepared documents and manuals

• Reporting and monitoring of woredas improved • Gaps in financial management identified

Standard and detailed planning manuals developed Existing local development planning, financial control system assessed Guidelines on woreda donor fund integration and planning designed and implemented No of trainees Woredas/public sector with improved planning, financial reporting and supervision system

186


Activities:

• Prepare local multi-year planning/integrated plan

• Develop planning manual

• Asses the existing planning system

Input Consultants Field work Publications Other costs

• Assess the flow of financial disbursement and

reporting, identify gaps and improve reporting and monitoring system.

• Create planning/project management capacity

• Assess donors integration in woreda

development • Develop system for fund management

• Provide training

• Conduct experience sharing

Component 6: Fiscal Transfer and Woreda Own Revenue Enhancement Goal: To improve financial allocation, utilisation and enhance self reliance

Improvement on intra-governmental fiscal relations in reforming regional states

Purpose: Intra-government fiscal relationship and structures enhanced

Per cent of woredas with improved inter-sectoral and intra sectoral allocation of public expenditures to match service delivery responsibilities and investments for priority sectors at local levels

187

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Output: Region-woreda fiscal transfer and own revenue enhancement mechanism developed

• Woreda budget allocation/prioritization working manual refined

• Capacity gaps on own revenue and revenue sharing identified

Alternative model regional block-rant formula developed No. of regions applying transparent, fair, efficient fiscal transfer mechanism for woredas. Guidelines on woreda budget allocation/prioritization, prepared and introduced Own revenue, unconditional transfer and

Progress reports Study documents Assessment reports

Linkage of concerned sectors for timely implementation

Other specific transfers as per cent of total woreda expenditure requirement Increase in the size of revenue collection by woredas Working papers on capacities own revenue enhancement prepared and applied Persons trained on fiscal transfer and woreda revenue enhancement and transparency mechanisms introduced

Narrative Summary

Verifiable Indicators

Means of Verification

Assumptions/Risks

188

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Activities:

• Conduct study on regions' woreda fiscal transfer and budget allocation/priority setting

• Introduce the formula and allocation

• Asses capacity of woreda on financial

resources, own revenue and identify gaps

• Study and implement revenue sharing arrangement

Input Consultants Field work Publication cost Other costs

• Prepare model region-woreda grant formula • Conduct workshop and undertake experience

sharing

Component 7: Minimum Standard Service

Goal: To increase the quality of service coverage and operational efficiency

Citizen's satisfaction on services delivered based on minimum standard set

Purpose:

• Capacity to deliver/implement minimum standard service enhanced

No of woreda/public institutes devising rules and developing resources in line to self established minimum standard service

189

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks Output: • Database and evaluation system strengthened • Periodical assessment conducted • Required formats developed • Guideline and formats developed • Benchmarks and milestones setup • Trained personnel

Refined documents and guidelines on minimum standard service developed Number of woredas initiating minimum standard service and quality of indicators, norms/standard benchmarks and performance mechanism for sectors/sector development programmes Number of institutions using minimum standards Assess documents and guidelines on

Study documents Progress reports Evaluation reports

Minimum standards Activities:

• Create capacity for surviving • Asses level and type of service

and identified gaps • Prepare/adapt guidelines on

indicators, norms and reporting mechanisms

• Develop benchmarks • Conduct, sensation, training study

tour • Conduct assessment on

implementation of minimum standard.

Input International consultant Expertise Field work Publications

Involvement of sector institutions at local, regional and federal level

Component 8: Office Equipment (Systems Development) Purpose: • Key offices well organised • Systems for efficient service provision improved • Capability of personnel on the use of equipment

No of public institutions improving system and outreach of services

Evaluation reports

190

Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks strengthened and favorable conditions created to retain staff

• Communication problem of in accessible woredas resolved.(for transaction)

Output: • Key offices equipped with equipment and

transport facilities • Trained personnel on the uses of equipment • Gaps identified by woreda and equipment and

transport facilities

Number of woredas/institutions critically in need of equipment and infrastructure No of trained personnel on the usage and maintenance of equipment Number and type of facilities purchased and installed

Progress reports

One-off cost

Activities: Inputs Availability of Financial

• Conduct needs assessment and identified gaps

on system development, equipment, transport facilities and disadvantaged woreda

• Prepare detailed specifications for equipment • Train personnel on the use of ICT-related office

equipment • Co-ordinate procurement of office equipment

and transport facilities

Financial resources Transport facilities for goods procured Technical assistance from the MFA and MCB

Quarterly monitoring reports Annual evaluation reports

Resource

191

Information and Communications Technologies

192

Information and Communications Technologies Sub-Programme

Action Plan (2004/05 – 2008/09)

Timeframe and Estimated Cost (Birr ‘000) Total Cost Components/ Objectives Activities 2004/5 2005/6 2006/7 2007/8 2008/9 Local Foreign Total Output

Responsible Body

ICT for Human Resource Development E-government initiatives. 30,050 38,058 37,005 27,346 25,061 23,628 133,892 157,520 Objective 1.1 Conduct ICT human resource

development strategy & needs assessment study

1.2 Develop ICT Curricula for technical and vocational training

1.3 Develop/ customise strategy to strengthen higher learning institutions rendering ICT training and upgrading their ICT curriculum

1.4 Develop ICT training material (in local language when necessary)

1.5 Establishing ICT technical training centres in regions and at the federal level

1.6 Study & establish on-line and distance learning centre

To produce an ICT literate work force in federal & regional government institutions and in all government administrative levels that is capable of utilising effectively the potentials of the ICT infrastructures and providing the improved ICT based public services. 1.7 Provide long-term & short term

training for ICT staff/ system operators, civil servants; & training of trainers in regions & at federal level

ICT human resource development strategy documents, curriculum for technical & vocational training institutions, ICT trained staff / professionals, ICT training centres, training materials ( in local language).

MOE, EICTDA, RBCB, AAU,

193

Timeframe and Estimated Cost (Birr ‘000) Total Cost Components/

Objectives Activities 2004/5 2005/6 2006/7 2007/8 2008/9 Local Foreign Total Output Responsible

Body

1.8 Conduct awareness raising/ sensitisation workshops & other media on roll of ICT in regions and at federal level

1.9 Strengthen higher ins titutions with ICT resources

1.10 Supporting ICT research 1.11 Arrange domestic and foreign ICT

experience sharing and study tour programmes

1.12 Supervision, monitoring and evaluation

ICT for Public Service Delivery and Good Governance . 102,462 124,376 70,545 32,697 6,349 50,464 285,965 336,429 Objective 2.1 Develop a strategy document to

develop PSD and sector specific application systems

2.2 Develop/customise content and

application systems for public service delivery Institutions

2.3 Capacitate /equip public service delivery institutions with necessary hardware and software

2.4 Implement LANs & WANs to support activities of regional and federal public service delivery institutions

2.5 E-government gateway and portal design and development &

internet service to support public service delivery

To speed up the development process of the country through the provision of efficient and effective ICT-based public services.

2.6 Establish/ strengthen national & regional information/ data centres

Strategy document for developing PSD and Sector specific application systems in regions & at federal level, public service delivery information & application systems in regions & at federal level, public service delivery institutions equipped with more ICT hardware and software.

EICTDA , PAA,

RBCB, CSA

194




Responsible Agency

ICT Application in Sectoral Public Institutions. 41,961 79,211 88,426 56,120 23,408 43,369 245,758 289,127

Objective

3.1.Develop/ customise multilingual sector specific information systems in regions and at the federal level and procure hardware and software to support sectoral institutions

Multilingual sector specific national & regional information systems, functional common administrative application systems in regions and at federal level in place.

EICTDA , RBCB, Sector

institutions.

3.2.Develop/ customise common administrative applications systems

3.3 Organise workshops to create awareness on the use of IS infrastructure & regional content development issues


195




Responsible Agency

ICT for Community - based Information System and Services 4,461 37,514 50,827 60,567 55,280 31,297 177,351 208,648

Objective 4.1 Develop/ customise strategy document to improve community information access

Strategy document for improving community information access, Indigenous knowledge / local content information system in local language global information repackaged to national & local needs, multipurpose community information access & service centres, local language application software, strengthened local broadcasting centres/ media

EICTDA , RBCB

196

Timeframe and Cost (Birr '000) Component/ Objectives

Activities 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Output

Responsible Agency

4.2 Develop indigenous knowledge/local content in local languages & repackage globally available information to national & local needs 4.3 Study & establish multipurpose community information access centres in selected rural and urban sites & procurement of appropriate technology 4.4 Develop local language application software 4.5 Establish/ strengthen local information broadcasting /media 4.6 Provide training for community members to use ICT services 4.7 Conduct awareness raising workshops for community members

To empower communities and the public at large with information’s and improve their participation in the country's development and decision making process through the use of ICT.


ICT Total 178,934 279,159 246,802 176,729 110,098 148,758 842,966 991,724

197

Logical Framework

198

ICT Sub-Programme Logical Framework


Programme Goal: ? ncreased information access, exchange and greater connectivity to the global economy

? Availability and timely release of fund / resources

To develop sustainable ICT capacity which enhances economic growth, transparency and alleviate poverty

? Reduction of poverty through Increased income of the population

? Site inspection ? Regional government commitment

? Faster economic growth through the provision of ICT-enabled, effective and efficient public services

? Reports ? Active participation of the stake holders

? Improved community participation in

government and local decision processes, increased transparency and deepening of democratization

? Surveys ? Effective programme implementation

? Availability of human

resource, hardware and software

? Community willingness

to use IT facilities

Purpose/Objectives: ? To produce ICT skilled workforce

and a mass of ICT literate civil servants in all government institutions

? Availability of ICT skilled workforce and ICT literate civil servants in all federal and regional institutions

? Site inspection ? Availability and timely release of fund / resources

? To provide efficient, effective and

ICT enabled public services to the public & improve information exchange among government institutions

? Provision of public services more effectively, faster and at reduced costs using ICT

? Reports ? Regional government commitment

199


? Improved system for ICT application and development

? Strong ICT Infrastructure in place & greater electronic connectivity to the world

? Surveys ? Active participation of the stake holders

? To organise technologically responsive and practice oriented information source and flow

? Improved information flow and exchange among various institutions

? Public comments ? Effective programme implementation

? To reach the largest mass and enhance participation in developmental and decision making through the use of ICT

? Improved & ICT supported government activities

? Availability of human resource, hard ware and software

? Improved community access to

government, global and local information ? Community

willingness to use IT facilities

? Availability of competent consultancy firms

Output 1: ? 1/3 of the civil servant will be trained

at the end of the programme period ? Site inspection

? ICT skilled workforce and ICT literate civil servants in all levels of government institutions

? No. of trained ICT staff in system & network admin. troubleshooting, etc.

? Reports

? Type of content & application Systems

developed and in place in public service delivery institutions

? Surveys

? 1/3 of the civil servant will be trained

at the end of the programme period ? Public comments

? No. of trained ICT Staff in system &

network admin. Trouble shooting, etc.


200


Output 2: ? Type of content & application systems developed and in place in public service delivery institutions

? Site inspection

? Efficient, effective and ICT enabled

public service delivery applications in place with strong ICT infrastructure in regions and at the federal level

? Physical implementation and functional LAN and WAN in regional bureaus and woreda administrative offices at the end of the programme period

? Reports

? Functional e-government gateway, portal and regional WebPages

? Surveys

? No of National & Regional data centres established and strengthened

? Public comments

? ? Rate and quality of information exchange

Output 3: ? Administrative application systems

& sectoral information systems in place in regional and federal institutions

? No. & type of multilingual information systems developed and in place in sectoral Institutions

? Site inspection

? No. & type of common administrative

systems implemented ? Reports from institutions

? Surveys ? Public comments

? Rate and quality of information exchange

201


Output 4:

? Availability, use and exchange of information by at the community and house hold level through community based information system and services

? Increased ICT literate citizens that is capable of using the electronic facilities in the community

? Baseline survey

? ? No of community information access &

service centres in urban, woreda and rural sites established and operational

? Reports

? Availability of information to 35 % of

the targeted woredas in local language at the end of programme period.

? Comments from the public

? Interviews ? Inspection ? Feedback from community Component 1: Activities ICT Human Resource Development for E-Government Initiative

Input

Conduct ICT human resource development strategy & needs assessment study

Advisory services

Develop ICT curricula for technical and vocational training

Finance

Develop/ customise strategy to strengthen higher learning institutions rendering ICT training and upgrading their ICT curriculum

Transportation

Develop ICT training material (in local language when necessary)

Consultant fee

202


Establishing ICT Technical Training centres in regions and at the federal level

Preparation of TOR Study & establish on-line and

distance learning centre Procurement of hardware and software

Provide long-term & short term training for ICT staff/ system operators, civil servants; & raining of trainers in regions & at federal level

Bidding and awarding

Conduct awareness raising/

sensitisation workshops & other media on roll of ICT in regions and at federal level

Training

Strengthening higher institutions

with ICT resources

Supporting ICT research Arrange domestic and foreign ICT

experience sharing and study tour programmes

Supervision, monitoring and

evaluation

Component 2: Activities ICT for Public Service Delivery and Good Governance

Input

Develop a strategy document to

develop PSD and sector specific application systems

Advisory services

Develop/customise content and

application systems for public service delivery institutions

Finance

203


Capacitating /equipping public service delivery institutions with necessary hardware and software

Transportation

Consultant fee

Implementation of LA Ns & WANs to support activities of regional and federal public service delivery institutions

Preparation of TOR

E-Government gateway and portal design and development at federal level and web-pages & internet services in regions to support public service delivery

Hard and software

Establish/ strengthen national & regional information/ data centres

Biding and awarding

Develop ICT Unit organisational structure

Training

Supervision, monitoring and evaluation & procuring ICT supervision services

Component 3: Activities ICT Application for Sector Applications at the Federal, Regional and Woreda Levels

Develop/ customise sector specific & multilingual information systems in regions and at the federal level and procure hardware and software to support sectoral institutions

Develop/ customise common administrative applications systems

204


Organise workshops to create awareness on the use of IS infrastructure & regional content development issues

Supervision, monitoring and evaluation Component 4: Activities Community-Based Information System and Services

Develop /customise strategy document to improve community information access

Develop Indigenous knowledge/ local content in local languages & repackage globally available information to national & local needs

Study & establish multipurpose community information access centres in selected rural and urban sites & procurement of appropriate technology

Develop local language application software

Establish/ strengthen local information broadcasting /media

Provide Training for community members to use ICT services

Conduct awareness raising workshops for community members

Supervision, monitoring and evaluation

205

Justice System Reform

206

Justice System Reform Sub-Programme

Action Plan (2004/05 – 2008/09)

Strategic Objectives/ Components

Activities Timeframe and Estimated Cost (Birr ‘000) Total Cost

Output

Responsible

Body 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total The Judiciary 46,859 58,334 53,504 24,653 15,776 66,375 132,751 199,126

~ Transform the filing system into a colour-coded one.

~ Implement a database case management system/provide database management recording & transcribing training.

~ Implement a case recording and transcribing system.

~ Establish information counters for the public.

~ Improve the production of court orders and decisions.

~ Local and wide area networking.

Placed efficient, effective, transparent, fair and modern judicial system/ensure rule of law

~ Establish a judicial training centre.

Improved court administration system/judicial skills and knowledge developed and upgraded; case management, recording, transformation and service delivery improved; access to information improved; improved court administration and operation system.

Federal Supreme & State Courts.

207



Output

Responsible

Body 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total ~ Develop and

undertake training programmes (managerial skill training for court leadership, seminars/workshops) for judges and court personnel on the reform, client awareness training, other trainings programmes (including middle & short-term training, summer course, experience sharing/working tours) for court (supreme & high courts) judges, public defenders, registrars, court presidents, judicial administration council, annual judicial/work evaluation council, female judges & social court on various relevant topics..

208



Output

Responsible

Body 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

~ Conduct research on performance of judges and factors that affect their performance; studies to be undertaken.

~ Develop organisational structure for first instant courts and an appellate court design system of different branches of appellate courts at different levels.

~ Provide office facilities preventive & corrective maintenance training.

~ Provide ICT & office equipment and materials for the courts and public defender offices; procure new files to transform filing system to colour coded one. procure records and transcribing machines and accessories.

~ Promote gender equality by giving priority in training and placement.

~ Undertake consecutive M&E.

209



Output

Responsible

Body

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Law Enforcement Organs

76,934 121,896 86930 57299 48,895 130,651 261,302 391,953

Ministry of Justice, Regional Bureaux of Justice & the Prosecution

Maintain public security/strengthen the rule of law

~ National justice information system study, development and implementation (including the replication of the system to other branches)/develop information & documentation system, recording arrangement and distribution of information/develop policy and system in filing information, documents and evidences..

Skill & knowledge upgraded, awareness created, new information system introduced/revised and enacted new laws.

Ministry of Justice & JSRPO/BOJ.

210



Output

Responsible

Body

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total ~ Review and develop

systems of Prosecutors Office/the Prosecution Administration System and Prosecution Policy/review the structure of the Bureau/conduct study on human resource of the Justice Bureau.

~ Conduct training programmes (short-term training - local & overseas, certificate to diploma skill upgrading, seminars, study tour & workshops) on the interpretation and implementation of international human right declarations & agreement, legal drafting techniques, legal research & writing, administrative law & procedure, good governance, public legal education, human rights, protection of children and women's rights, penal & criminal procedure law, ethical rules and code of conduct, democracy, fundamental rights of the accused against public interest, selected

212



Output

Responsible

Body


practical prosecution issues, case management ... standard framing of criminal charger, evidentiary rules in criminal charges, ICT, finance & personnel, gender, HIV/AIDS & other relevant topics.

~ Draft ICT policy. ~ Develop a system to

improve the system of justice and laws/update laws.

~ Establish legal research department.

~ Institutional capacity building (procurement of network equipment, computers & accessories, books, stationary & others)/install ICT and improve capacity to use/local area network, infrastructure design and implementation, software development and hardware supplies.

Skill & knowledge upgraded, improved technique of crime investigation system, improved communication system, community policing introduced/Strengthening crime prevention and control capacity/strengthen the police service

Federal Police & State Police Commissions.

213



Output

Responsible

Body

2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Maintain public security

~ Improve forensic investigation system.

~ Develop and undertake

training programmes (middle & short-term training, workshops) on middle level management, ICT, crime investigation technique & detection, TOT, blood and body fluids analysis, toxicological samples analysis, document analysis, latent fingerprint identification, quality management and safety, arson, photography, explosives, automated fingerprint identification system, DNA database and hair, fiber, glass and other samples, community policing, office administration system, substantive laws, investigation procedure & crime protection mechanisms, criminal statistical records, traffic statistics records, traffic accident investigation, archive keeping & record management, drug control, radio operation, police band marsh, mob prevention, forensic laboratory, gender & HIV/AIDS for traffic/security guard/policemen, technical evidence collectors...

214

Activities

Timeframe and Estimated Cost (Birr ‘000) Total Cost

Output Responsible Body


2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total ~ Strengthen police training

centres; upgrading curriculum training material preparation.

~ Research & system development to improve the system of the police and strengthen the protection methods/review the powers & duties of the Police Commission/ review the structure of the Police Commission/ review/develop and implement the administration system of police/undertake study and design policy and strategy of crime prevention and investigation of police.

~ Preparation of rooms for the installation of firearm equipment.

~ ICT system development & installation.

~ Community policing. ~ Institutional capacity building

(Procurement of forensic laboratory materials, IT network equipment, computers & accessories, books, stationary & others)/strengthening of the institutional capacity, facilitation and equipping police.

215

Activities





~ Monitoring and evaluation.

Federal & State Penitentiary Administration

~ Develop and undertake training programmes (middle & short-term training, regular basic training, seminars& workshops) on various subjects for top-level managers, middle-level managers, experts, prison staff, police force, clinical & Junior nurses and prison rehabilitation service workers, prison wardens on FDRE constitution, human & democratic rights, juvenile delinquency, pedagogy, management, law, accounting, comprehensive computer data analysis & net working, IT & ICT application, gender, HIV/AIDS & other relevant topics.

Improved rehabilitation and treatment of prisoners/placed efficient, effective, transparent, fair and accountable penitentiary administration that treats and rehabilitates prisoners of law in an appropriate minimum standard ruled by law.

~ Undertake study on developing information system on filing, recording, storage, access & evidence within the institutions/under taking study on database.

Skill and knowledge upgraded, awareness created, modern communication system introduced, health status improved/prisoners rehabilitation becomes effective and efficient; human rights of prisoners

Federal & State Penitentiary Administration

216


Activities



2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total ~ Review/develop and

implement penitentiary administration systems (regulation and rules of the treatment of prisoners/rehabilitation/policy & manual, organisational structure).

~ Develop policy and upgrade recording keeping, distributing, retrieving, access and utilisation of information, documents and evidences.

~ Research & system development to improve the system of the penitentiary and strengthen the protection methods.

~ ICT system development , installation & development of application of ICT for all correcting centres..

~ Procurement of drugs and other supplies for inmates and staff who are living with HIV/AIDS.

protected; opportunity of rehabilitation for prisoners realised; facility that accommodates the desired change to streamline the institution functions is in place; improved prison administration system.

217


Activities



2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total ~ Institutional capacity

building (procurement of forensic laboratory materials, IT network equipment, computers & accessories, books, stationary & others); facilitation and equipping the penitentiary administration with necessary facilities (health, education & training and reading facilities, sports & recreational media).

Law Review & Reform

27,498 42779 33,765 21,111 16,749 47,300 94,601 141,901

House of Peoples Representatives*

Skill & knowledge upgraded, new experience shared; modern information system is placed; laws are revised/enacted.

Federal Parliament , Justice System Reform Programme Office, Ministry of Justice, Legal Research & Study Institute.

218


Activities



2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Enhanced efficiency & effectiveness of the parliament; enhanced capacity of the JSRP office; compatibility of the existing laws with the constitution.

~ Develop and undertake training programmes (short -term training, workshops & experience sharing/working visits) on policy formulation & analysis, policy development, project planning, implementation, monitoring & evaluation and justice reform, legal/legislative drafting, parliamentary working procedure, the role of parties and membership in the parliament, oversight functions, constitution, human rights, general management, procurement management, purchasing and service management, gender, HIV/AIDS and others relevant topics for parliament MPs, parliament experts, network users & supportstaff.

~ Undertake a study on the internal rule and regulations of the Human Rights Commission & the Ombudsman.

219

Timeframe and Estimated Cost (Birr ‘000)

Total Cost

Strategic

Objectives/ Components

Activities 2004/05 2005/06 2006/07 2007/08 2008/09

Local

Foreign

Total

Output

Responsible

Body

~ Institutional capacity building (procure IT (server, computers, laptops, heavy duty printers, LCD projectors & color printers), printing (binding machine, plate makers, copy printer heavy machine duty), sound system & audio visual equipment.

~ Develop training programmes (short -term training, workshops and experience sharing/working with visits) on constitutional principle, interpretation, and enquiry, federalism, the mission of the House of Federation in building democracy, conflict prevention, resolution and management, good governance and public administration, international human rights declarations and agreement, handling of human rights, federal grant allocation, principle, objective and preparation, impact assessment of the federal budget, subsidies, harmful practices of HIV?AIDS stigma, gender biases, community role in decision making, environmental protection, the role of civil society in development

House of Federation Enhanced federal system of government

~ Institutional capacity building (procurement of IT (computers and accessories, laptops, photocopy machine, video camera & normal camera), printing (binding machine, plate makers, copy printer heavy duty machine), sound system & audio visual equipment.

220

Strategic Objectives/

Components


Output

Responsible

Body 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

State Councils** Improved Governance/enhanced efficiency, effectiveness of councils/strengthened capacity of state councils role of law making, promotion of human rights and over sighting on the activities of regional executives.

~ Study internal structure the organisation and functions of the council/organisational restructuring /define duties and powers of council members/study and implement mechanisms to undertake activities of the Council. ~ Develop mechanism for communication of members of the council to their constituents ~ Study & develop systems/mechanism for the Council to have an eye over the Cabinet. ~ Impact assessment on policy & strategy implementation ~ Conduct research on enactment of new laws /undertake legal research /undertake study on the drawbacks of activities of the Regional Council. ~ Develop & undertake training programmes (including middle term & short term training, workshops, experience sharing/working tours) for members of the council, council speakers, district level speakers, council standing committee members, zonal & woreda councils, female members of the state, nationalities, zonal and woreda councils & staff members on various relevant subjects including gender & HIV/AIDS .

Improved skills of the council members; updated laws, legal codes, commentaries and manual; regulatory capacity of the regional state councils over the executive improved; raised awareness of members of the council and the staffs to discharge parliamentary duties;

State councils

221





~ Provide materials and office equipment for the council/equip the council office with modern audio-visual equipment, transport, etc. ~ Develop systems for recording, retrieving and distributing information and council proceedings. ~ Develop code of conduct

JSRP Total

151,291

223,009

174,198

103,063

81,419

244,32

7

488,653

732,980

* Includes JSRP office and law revision and reform ** Includes law revision and reform.

222

Logical Framework

223

Justice System Reform Sub-Programme Logical Framework

Overall Goal Objectively Verifiable Indicators Means of Verification Assumption /Risks

Maintain Good Governance % of eligible voters (male and female voting in local elections.

Election record Register in the election commission board

Objective

More effective, Independent and representative legislators

Level of confidence among legislators that legislators acts as an independent body Survey of legislators Will of legislators to respond

Output

Placed more effective and democratic internal management systems

% of laws benefiting during drafting from the use of improved information systems.

* Indicates installed electronic system and/or other improvement and accompanying training being used effectively in legislative process.

* Choose a sample of laws and interview key staff involved in the drafting.

Activities * Training * Number of staff completing skill training courses * Workshops/Seminars * Number of workshops * Performance reports * Shortage of funds * Working system study * Completion of study * Evaluation * Working tours * Utilisation of allocated funds * Procurement

Overall Goal Objectively Verifiable Indicators Means of Verification Assumption /Risks

Maintain Rule of Law Increase public trust in the operation of the justice system Public opinion survey

Objective

More effective, efficient and accountable administration of Justice service % of crime rate and /or civil suits reduced

Record of crime and civil suites case registered in a given months. Will of legislators to respond

224

Overall Goal Objectively Verifiable Indicators Means of Verification Assumption /Risks Output

Case management efficiency

Average time for case disposition in new cases (average time from filing to disposition for criminal and/or civil cases.

Activities * Training * Number of staff completing skill training courses * Workshops * Number of workshops * Performance reports * Shortage of funds * Institution structure study * Completion of study * Evaluation * Working tours * Utilisation of allocated funds * Procurement No of courts equipped with new working facilities

225

Tax Reform

226

Tax Reform Sub-Programme Action Plan: 2004/05-2008/09

Timeframe and Cost (Birr ‘ 000)

Total Cost

No Component/

Objective

Main Activates 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Out put

Responsible

Agency

1 Tax Policy and Legislation

7,492 8,739 3,193 2,297 1,467 7,652 15,537 23,169

Objective: § To strengthen the enforcement

power of tax collecting institutions. § To

enhance taxpayer compliance & simplify administration. § To ensure equity & fameless through a comprehensive overhaul of the current tax legislation to promote trade and investment

1.1.1 Completing

issuance & adoption of proclamations, regulations & operational directives

1.1.2 Conduct training, seminars and workshops.

1.1.3 Municipality tax laws and service charges developed and implemented

1.1.4 Approval and issuance of revenue sharing formula between regional governments and woredas.

1.1.5 Issue agricultural income tax and land use fee proclamation and directives

1.1.6 Follow up the implementation process

1.1.7 Conduct study on the revenue potential on the region

1.1.8 Publications

Set new tax policy and legislation

FIRA/ TRPO

227

Timeframe and Cost (Birr ‘ 000) No Component/

Objective

Main Activates 2004/05 2005/06 2006/07 2007/08 2008/09 Total Cost Out put Responsible

Agency

2 Tax Payers Identification Number (TIN)

7,668

8,940

4,787

9,391

9,408

13,264

26,930

40,194

Objective: § To establish

the foundation of integrated database

§ To enable tax collecting institutions to independently identify taxpayers, control tax evasion and forge efficient and effective tax collection.

1.2.1 Selection of initial sites and installation of equipment at sites.

i. Completion and verification of pilot testing

ii. National development of TIN system

iii. Conduct users’ and staff training.

iv. MIS capacity building and staff training.

v. Developing, printing and publication of certificates, forms and manuals.

vi. Public campaign for registration of taxpayers.

vii. Evaluate implementation. viii. Interfacing the TIN

system with customs and financial institutions

ix. Selection of additional sites.

x. Procurement of hard-and soft-wares.

xi. Implement TIN for new taxpayers.

Operation- alisation of computerised TIN

228


Total Cost

No

Component/ Objective

Main Activates 2004/05 2005/06 2006/07 2007/08 2008/09

Local Foreign Total

Out put

Responsible

Agency

3 Presumptive Taxation

3,243

1,580

1,427

11,322

2,385

6,586

13,372

19,958

Objective: To broaden the tax bas and maintain equity and fameless in the tax system

1.3.1 Complete the profitability rate study

1.3.2 Review profitability rate 1.3.3 Conduct surveys on

annual turnover of businesses

1.3.4 Consult with stakeholders and make amendment

1.3.5 Approval of the profitability rate directive

1.3.6 Develop manuals and conduct trainings to staffs and taxpayers

1.3.7 Implement standard assessment by adopting the profitability rate study being undertaken by the federal government

1.3.8 Develop and implement accounting system for revenue transfers, payments and refund

1.3.9 Follow-up implementation process

Tax payers’ annual turnover & tax determined

FIRA/ TRPO

4 Value Added Tax Objective:

1.4.1 Migrate from interim VAT system to the main VAT system

788

943

628

471

312

1,037

2,105

3,142

VAT made operational

FIRA/ TRPO

229


Total Cost

No

Component/ Objective

Main Activates 2004/05 2005/06 2006/07 2007/08 2008/09

Local Foreign Total

Out put

Responsible

Agency

Broaden the tax base, enhance trade competitiveness and encourage investment

1.4.2 Operational

programmes and procedures developed and implemented

1.4.3 Comprehensive audit and enforcement programmes developed and implemented

1.4.4 Conduct sustained staff training taxpayers education, registration and revenue collection

1.4.5 Monitoring and evaluation the implementation process

5 Operational Programmes Systems, Procedures & Manuals

14,271

11,355

11,683

5,698

4,777

15,768

32,016

47,784

Objective To develop programmes and operational manuals to

1.5.1 Operational strategies, systems, procedures and manuals designed, developed and implemented

Operational programme system, strategies procedures and manuals development

FIRA/ TRPO

230

Timeframe and Cost (Birr ‘ 000) Total Cost

No Component/ objective

Main Activates 2004/05 2005/06 2006/07 2007/08 2008/09

Local Foreign Total

Output

Responsible Agency

Objective To develop programmes and operational manuals to

1.5.2 Operational strategies, systems, procedures and manuals designed, developed and implemented

Operational programme system, strategies procedures and manuals development

FIRA/ TRPO

Enhance compliance, increases revenue and provide improve taxpayers service

1.5.3 Training federal, regional and city administration tax officers on the developed manuals, system and procedures

1.5.4 Strategies systems and procedures reviewed and evaluated

1.5.5 Integrated tax system customised & implemented

1.5.6 Study tours

6 Organisation and Tax Payers’ Education

16,187

16,654

18,983

4,926

3,947

20,030

40,667

60,697

Objective To develop competent & hones work force and enhance awareness of taxpayers soars to encourage voluntary compliance

1.6.1 Organisational structure reviewed, approved and put in place 1.6.2 Training of federal, regional and city administration tax officers 1.6.3 Recruitment of taxpayers 1.6.4 Conduct taxpayers education 1.6.5 Monitor and evaluate the implementation process

Fully functional organisation and taxpayers education

FIRA/ TRPO

231


Total Cost No Component/

objective

Main Activates 2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total

Output

Responsible Agency

1.6.6 Provision of technical assistance

1.6.7 Short term foreign training and tours

M&E 49,650 48210 40,701 34,106 22,296 6,434 13,062 19,496 Tax Total 54,614 53,032 44,771 37,516 244,526 70,771 143,687 214458 2 Customs

Reform

2.1 Customs Automation

1,893

1,598

1,305

1,013

720

2,155

4,374

6,529

To build modern national customs administration by applying standard, hamonised and simplified customs automation

2.1.1 Recruitment of consultants 2.1.2 Procurement and installation of equipment 2.1.3 Conducting staff training 2.1.4 Migrate to ASYCUDA++ 2.1.5 National deployment of ASYCUDA++ 2.1.6 Follow-up the implementation process

Automated customs

ECUA/MOR

2.2 Customs Organisation and Management

8,967

9,609

6,371

4,064

2,407

10,368

21,050

31,418

Objective To develop honest work force and establish effective organisarion

2.2.1 Approved organisiational structure put in place

2.2.2 Operational system and procedures developed and implemented

2.2.3 Conduct staff and managers training on the developed systems and procedures

2.2.4 Monitor the performance and the implementation process

Fully employed resources

ECUA/MOR

232

Timeframe and Cost (Birr ‘ 000) Total Cost

No Component/ objective

Main Activates 2004/05 2005/06 2006/07 2007/08 2008/09

Local Foreign Total

Output

Responsible Agency

2.3

Customs Enforcement

17,182

15,810

4,486

2,902

2,594

14,180

28,794

42,974

Objective To effectively enforce the custom law and related legislation

2.3.1 Upgrading the intelligence function

2.3.2 Develop and implement anti-smuggling strategy and system

2.3.3 Procure enforcement equipment

2.3.4 Training staff 2.3.5 Integrated campaign

on illegal trade practices

Opertionalisation of modern and international enforcement practices and standards

ECUA/ MOR

2.3.6 Launch public awareness programmes

2.3.7 Follow-up implementation process

M&E 707 1,061 1,770 1,770 1,770 2,336 4,743 7,079 Customs Total 28,749 28,078 13,932 9,749 7,491 29,039 58,961 88,000 Grand Total 83,364 81,110 58,703 47265 32,017 99,810 202,648 302,458

233

Logical Framework

234

Tax Reform Sub-Programme Logical Framework


Goal Attaining sustainable macro-economic policy, maximise revenue in a sustainable way and create conductive environment for private sector development.

• Improvement in the welfare of society • increase in per capita income • increase in tax/GDP ratio from 14-20 per

cent • Equitable, competitive and fair tax system • Improved service delivery in tax system. • Increased tax payers compliance • Simplified systems and procedures in

place. • Minimized corruption

• National survey on the rate of growth.

• Statistical publications • Developmental studies

conducted at national and sectoral levels

• Monitoring and

evaluation of taxation policies and strategies

• Repots on the implementation of laws and regulations.

• Performance and supervision reports.

• Consultant reports

• Commitment of federal & regional governments

• Growth of the Economy • Availability of funding • Access to information

technology • Willingness/awareness of

taxpayers • Availability of skilled

personnel

Component: Tax Policy and Legislation Objective Strengthen the enforcement power of tax collecting institutions to enhance taxpayer compliance and simplify its administration to ensure equity and fairness though a comprehensive overhaul of the current tax legislation so as to promote trade and investment.

• Increased revenue • Improved equity and fairness • Simplified tax administration • Voluntary compliance increased

• Performance reports • Supervision reports • Evaluation report and

survey

• Commitment of federal & regional governments

Output/Result Set new tax policy and legislation

• Legal promulgation • Publication of laws & regulations • Issuance of implementing directives

• Reports on implementation of laws and regulations.

• Consultant reports

• Availability of funding • Committed responsible

and accountable staff

235


Activities Input 1. Completing issuance & adoption of

proclamations 2. Municipality tax laws and service

charges developed and implemented 3. Approval and issuance of revenue

sharing formula between the regional government and woredas

4. Approval and issuance of agricultural income tax and land use fee proclamation & directives

5. Conduct research and make

• National laws and policies • Budget

• Expertise

• Workshops and seminars • Written materials

• Quarterly report • Yearly reports

amendments to review proclamations regulations and directives

6. Conduct training, seminars and workshops

7. Follow-up implementation process

Component: Taxpayers Identification Number

Objectives

To establish the foundation of integrated database to enable tax-collecting institutions independently identify taxpayers.

To control tax evasion and develop efficient and effective tax collection system

• Foundation of database collecting

institutions. • Reduced tax evasion • Improved efficiency and effectiveness • Functionality of TIN system for third party

information system

• Site inspections • Evaluation reports • Performance reports • Monitoring and

evaluation reports

• Availability of IT

personnel • Access to electric power

and telecommunication • Timely supply and

installation of computers and accessories.

236


Output • Putting in place computersed Taxpayer's identification number.

• Automated TIN system • Number of TIN issued to FIRA taxpayers • Number of trained IT professionals • Database established • Number of taxpayers having TIN • Number of taxpayers registered for TIN

• Functionality of the system

• Technical site

inspection • Reports on the

registration of taxpayers for TIN

• Performance reports • Supervision reports

• Availability of IT personnel

• Access to electric power

and telecommunication • Timely supply and

installation of computers and accessories.

Activities Input 1. Selection of initial sites and installation of

equipment at operational sites. 2. Completion and verification of pilot testing 3. National deployment of the TIN system 4. MIS capacity building and users training 5. Developing, printing and publication of

certificates form and manuals. 6. Publicity campaign for registration of

taxpayers 7. Interfacing the TIN system with customs and

financial institutions. 8. Evaluate the implementation process.

• Expertise killed personnel • Budget • Computers accessories and printers • Information communication technology. • Guidelines and developed systems

• Yearly reports • Quarterly reports

237


Component: Presumptive Taxation Objective To broaden the tax base and maintain equity and fairness in the tax system.

• Broadened tax base • Improved efficiently equity and

administrative expediency.

• Annual survey and

supervision reports.

• Commitment of federal

government and personnel

Output/Result • Taxpayers annual turnover and tax

determined • Profitability rate directives made operational • Working manuals developed

• Revised profitability rate • Increased number of hard to tax group

taxpayers brought in the tax net

• Supervision report • Evaluation reports and

survey

• Availability of funding

Activities 1. Complete the profitability rate study 2. Consult with stakeholders and make

amendments 3. Approval of the profitability rate directive 4. Develop manuals and conduct training to

staffs and payers to facilitate the administration of withholding tax scheme

5. Review Profitability rate 6. Develop and implement accounting

systems for revenue transfer, Payments and refund

7. Follow up implementation process.

238


Activities 1. Complete the profitability rate study 2. Consult with stakeholders and make

amendments 3. Approval of the profitability rate directive 4. Develop manuals and conduct training to

staffs and payers to facilitate the administration of withholding tax scheme.

5. Review profitability rate 6. Develop and implement accounting

systems for revenue transfer, payment and refund

7. Follow up implementation process

Input

• Expertise/skilled personnel • Budget printed formats and

writing materials • Training and workshops • Guidelines and developed

systems developed

• Yearly reports • Quarterly reports • Consultant reports

Component: VAT Objective Broaden the tax base, enhance trade competitiveness and encourage investment.

• Increased revenue • Broadened tax base

• Reports on VAT registration and revenue collected

• Availability of funding

Output/Result • VAT made operational • Audit and enforcement programmes

operational • Monitoring and Evaluation system

• Main VAT system customised • Number of VAT taxpayers

registered • Number of VAT payers

educated • Functionality of accounting

system

• Reports on functionality of the system

• Trainees performance assessment

• Monitoring and evaluation report

• Trained accountable and responsible staff

established • Personnel trained

Activities 1. migrate from interim VAT system to the

main VAT system to the main VAT system

2. Operational programmes and procedures developed and implemented

3. Comprehensive audit enforcement programmes developed and implemented

4. Conduct sustained staff training, taxpayers education registration and revenue collection

5. Monitoring and evaluating implementation process

239

Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks Component: Operational Programme, System, Procedure & Manuals

Objective To develop programmers, system and operational manuals to enhance compliance, increase revenue and provide improved taxpayers’ services.

• Improved services delivery in the tax system.

• Strengthened large taxpayers office and FIRA branch offices.

• Annual survey and supervision reports

• Availability of skilled personnel

Output/Result • Operational programmes system

procedures and manuals established

• Numbers of operational programmes, system, ,manuals and procedures developed and implemented.

• Reports on the application of system and procedures

• Documents on operational programmes, , system, ,manuals and procedures

• Availability of skilled personnel

Activities

1. Operational strategies systems programmes procedures and manuals designed developed and implemented.

2. Federal, regional and city administration tax officers trained.

3. Strategies systems and procedures reviewed and evaluated.

4. Additional training needs identified and trainings organised.

5. Integrated tax system customised & implemented.

6. Study tours organisation. 7. Study on taxpayers’ service delivery

conducted

Input

• Civil service reform programme

• Expertise/ skilled manpower • Budget • Training • MOR/FIRA relevant

documents on programmes, systems procedures and manuals

• Yearly reports • Quarterly reports

240

Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks Component: Organisation and Taxpayers Education

Objective To develop competent and honest work force and establish effective organisation so as to encourage voluntary compliance.

• Effective and efficient organisation

• Improved service delivery

• Evaluation and survey reports

• Functionality of the organisation

• Reduced employee turnover

• Availability of skilled personnel.

• Minimized corruption • Openness and transparency

ensured

• Monitoring and evaluation reports on number of complaints by taxpayers

• Staff performance assessment

Output/ Result Fully Functional organisation and taxpayers education

• Autonomous tax authority set

up/ organised. • No of publications media

released seminars and workshops conducted.

• Number of trained taxpayers and officers

• Functionality of the

authority setup • Monitoring and

evaluation reports on. - Staff training - Taxpayers

education

Availability of funding

Activities

1. Organisational structure reviewed, approved and put in place

2. Federal, regional and city administration tax officers trained

3. Taxpayers education conducted 4. Monitor and evaluate the

implementation process 5. provision of technical assistance

Input § Civil service reform

programme § Education communication

technology § Budget § Qualified personnel to be

recruited § Relevant documents from

FIRA/MOR

§ Yearly reports § Quarterly reports

241

Urban Management

242

Urban Management Sub-Programme

Action Plan: (2004/05 – 2008/09)

Timeframe and Cost (Birr ‘ 000) Total Cost Component Objectives

Action

2004/05 2005/06

2006/07

2007/08

2008/09

Local

Foreign

Total

Output

Main Responsible Entity

Component 1 1. Policy & Strategy Formulation Adapt ion

12,225 14,216 5,700 2,995 730 3,665 32,200 35,866

Put in place the police and strategy frameworks that are needed for sustainable urban development and the efficient and effective delivery of urban service

1.1 Formulation of policies and strategies • Preparation of draft

standard(model manuals)

• Conduct study for organising model physical planning units in 4 regions and for strengthening the rest

• Preparation of directives and guidelines

Formulated policy & strategy adapted policies at regional level

MFA, UDCBO NUPI & regional institutions

1.2. Adaptation of policies & strategies by regions

• Adaptation

municipal Judicial administration and legal frame work for municipalities

• Adaptation of

urban development policy and strategy

• Adaptation of urban

housing policy and strategy

243


Action

2004/05 2005/06

2006/07

2007/08

2008/09

Local

Foreign

Total

Output


• Adaptation of urban municipalities associations guidelines


land policy and strategy


land policy and strategy


human resources development directives

Component 2 Depending the process of Decentralisation

32,609 34,228 20,320 20,289 9,696 7,504 109,639 117,143

Prepare legislative and administrative instruments that are required for the proper implementation of policies and strategies required for the delivery of adequate and quality urban service

2.1 Strengthening Federal Institutions

• Proving training and other technical assistance

• Preparation of standard manuals to be adapted by regions, undertake procurement of goods & services

• Establishing & strengthening urban planning adaptation of regional urban environmental protection strategy and directives units of 4 regions and providing technical support to 4 and

Standard manuals, training & procurement decentralised service delivery

MFA, UDCBO NUPI & regional Institution

244


Action

2004/05 2005/06

2006/07

2007/08

2008/09

Local

Foreign

Total

Output


other regions. 2.2 Strengthening regional and local institutions (preparation of manuals, procedures, and guidelines)

• Establishing and

strengthening urban information and communication systems

• Establishing and

strengthening regional urban physical planning and planning units

• Study municipal

revenue generation and intergovernmental fiscal transfer

• Preparation of

urban land management

• Preparation of

urban land management

• Provision of

training

245

Total Cost Component

Objectives

Action

2004/05

2005/06

2006/07

2007/08

2008/09 Local Foreign Total

Output


Component 3 Local Government Restructuring & Capacity Building

22,308 35,461 30,539 12,557 6,476 6,584 100,758 107,341

Improve the service delivery performance in municipal towns selected as phase one

• Organisational restructuring and implementation staffing plan for urban institution

• Procurement of

equipment • Implementing

operational manuals

• Improving urban

municipal service delivery system

• Provision of training • Local specific

studies

Implementation of manuals, systems training & procurement structure, institutional capacity staff & system development

MFA, UDCBO NUPI & regional Institution

Total 67,142 83,906 56,560 35,841 16,902 17,754 242,597 260,351 Monitoring and

Evaluation 1,316 2,360 2,365 1,413 1,003 8,459 8,459

Grand Total 68,458 86,266 58,925 37,254 17,906 17,754 251,056 268,810

246

Logical Framework

247

Urban Management Sub-Programme

Summary of Logical Framework

Summary of Objectives

Objectively Verifiable Indicators Means of Verification Assumptions/Risks

Overall Goal • Enhanced decentralised urban

service delivery capacity

Purpose 1

• Enabling policy framework for the efficient and effective urban service delivery and development created

No. policies formulated and put in place

Ø Public survey Ø Report of MFA& UDCBO

Output

• Various policies formulated and approved

Number of regions adopted and implemented the policies and strategies

Supervision reports Evaluation reports Public surveys

Activities Conducting consultation with officials and stakeholders Conducting workshop on draft policy documents Short-term training Long-term training Procurement support

Inputs (Birr ‘000) Component total: 14

UDCBO and RIUDB reports, budget document

Participation and commitment at all levels

Purpose2: Regulatory frameworks and procedure manuals prepared and trainings conducted to deepen the process of decentralisation

§ Number of manuals

prepared § Number of trainees

§ Report of UDCBO,

Regions § Evaluation reports

Output § Various regulations and operation

manuals formulated and approved § Trainings conducted

Improved legislations and working systems formulated, introduced and utilized by urban local governments of regions § No of regulations and

operational manuals § No of trainees

§ Report of regions, municipalities

§ Documents of prepared OM and regulations

248

Summary of Objectives

Objectively Verifiable Indicators Means of Verification Assumptions/Risks

Activities § Preparation of TO R § Hiring consultant § Conducting training

Inputs (Birr ‘000) Component total: 90

Purpose 3: Phase one urban local government agencies restructured and capacitated

Output

§ Restructured and capacitated ULGs

§ Trainings conducted

Number of phase one urban local governments restructured various operational manuals introduced and utilized by them

§ Restructuring document § Report of municipalities

Activities TOR prepared Consultant hired Trainings conducted

Inputs in (Birr ‘000)

Component total: 107*