Post on 12-Nov-2018
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
Timeframe & Cost (Birr ‘000)
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
Component/Objectives
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
Timeframe & Cost (Birr '000)
Total Cost
Output
Responsible Agency
Component/Objectives
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
Timeframe & Cost (Birr '000)
Total Cost
Output
Responsible Agency
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Objective 2
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
Timeframe & Cost (Birr '000)
Total Cost
Output
Responsible Agency
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Objective 2
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
Timeframe & Cost (Birr '000)
Total Cost
Output
Responsible Agency
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Objective 2
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
Timeframe & Cost (Birr ‘000)
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
Component/ Objectives
Action
Timeframe & Cost (Birr ‘000)
Total Cost
Output
Responsible Agency
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Component/ Objectives
Action
Timeframe & Cost (Birr ‘000)
Total Cost
Output
Responsible Agency
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Timeframe & Cost (Birr ‘000)
Total Cost
Component/Objectives
Action
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Component/Objectives
Action
Timeframe & Cost (Birr ‘000)
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
Component/Objectives
Action
Timeframe & Cost (Birr ‘000)
Total Cost
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
Component/Objectives
Action
Timeframe & Cost (Birr ‘000)
Total Cost
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
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
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
• Availability of financial
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
• Availability of financial
resource • Staff commitment
144
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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;
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
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
• 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.
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
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
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
• 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
• Transportation cost-fuel and lubricants
• Printing and binding cost.
• Stationery
• Reform performance reports
• Supervision
• M&E reports
• Availability of financial
resource • Staff commitment
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
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
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
Inputs • Consultants. • Computers and accessories
• Professional and support service staff.
• Consultation workshop cost-tea,
coffee etc
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
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
• Printing and binding cost.
• 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.
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
148
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/ Risks
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.
Inputs • Consultants. • Computers and accessories
• Professional and support service staff.
• Consultation workshop cost-tea, coffee etc
• Transportation cost-fuel and lubricants
• Printing and binding cost.
• Stationeries
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
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.
• Availability of financial
resource • Staff commitment
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;
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
149
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/ Risks
• 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;
Inputs • Consultants. • Computers and accessories
• Professional and support service staff.
• Consultation workshop cost-tea,
coffee etc
• Transportation cost-fuel and lubricants
• Printing and binding cost.
• Stationeries
• Reform performance reports • Supervision • M&E reports
• Availability of financial
resource • Staff commitment
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
Component/Objectives Activities
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
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 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
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
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
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
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
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 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
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
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
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
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
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
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
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
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/
Objectives Activities
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Output
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
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 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
Timeframe and Cost (Birr '000) Component/
Objectives Activities
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Output
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
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 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
Component/ Objectives
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
Component/ Objectives
Activities Timeframe and Cost (Birr '000) Output Responsible Agency
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
Component/ Objectives
Activities Timeframe and Cost (Birr '000) Output Responsible Agency
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
Timeframe and Cost (Birr '000) Component/
Objectives Activities
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Output
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
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
Component 1: Woreda Institutional and Organisational Arrangements
Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks
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
Component 1: Woreda Institutional and Organisational Arrangements
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
Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks
• 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
Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks
• 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
Narrative Summary Verifiable Indicators Means of Verification Assumptions/Risks
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
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
Timeframe and Cost (Birr '000) Component/
Objectives Activities
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Output
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
3.4 Supervision, monitoring and evaluation
195
Timeframe and Cost (Birr '000) Component/
Objectives Activities
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total Output
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.
4.8 Supervision, monitoring and evaluation
ICT Total 178,934 279,159 246,802 176,729 110,098 148,758 842,966 991,724
198
ICT Sub-Programme Logical Framework
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
? 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.
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
200
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/ Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/ Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/ Risks
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
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
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 ~ 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
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
~ 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
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 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
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 ~ 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
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
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
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 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
Strategic Objectives/ Components
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
Timeframe and Estimated Cost (Birr ‘000) Total Cost
Output Responsible Body
Strategic Objectives/ Components
2004/05 2005/06 2006/07 2007/08 2008/09 Local Foreign Total
~ 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
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 ~ 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
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 ~ 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
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 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
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
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
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
~ 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.
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
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
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
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
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
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
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
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
234
Tax Reform Sub-Programme Logical Framework
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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
Narrative Summary Objectively Verifiable Indicators Means of Verification Assumptions/Risks
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 set- up • 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
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
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
• Adaptation of urban municipalities associations guidelines
• Adaptation of urban
land policy and strategy
• Adaptation of urban
land policy and strategy
• Adaptation of urban
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
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
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
Main Responsible Entity
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
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*