capacity building and change management program for the ministry of agriculture, irrigation and...

7/30/2019 Capacity Building and Change Management Program for the Ministry of Agriculture, Irrigation and Livestock (CBC

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Capacity Building and Change ManagementProgram for the Ministry of Agriculture,

Irrigation and Livestock (CBCMP)

Capacity Building and Change ManagementProgram for the Ministry of Agriculture,

Irrigation and Livestock (CBCMP)

June 2013June 2013Issue No.4Issue No.4

NEWSLETTERNEWSLETTER

Kunduz DAIL CMS Team with USDA Advisors

CBCMP Peoples Garden

Topics:

Kunduz DAIL CMSs AwardedAppreciation Letters by USDAAdvisors

Improving MAILs Planning -Aligning of Plans at DirectoratesLevel with the MAIL and NationalStrategic Documents

CMSs Introducing their CivilServants Counterparts

MAIL Achievements in theContext of Tokyo MutualAccountability Framework(TMAF)

Leadership Training in Malaysia

CBCMP Peoples Garden

CBCMP Focus on Provinces:Stories from Jawzjan and Balkh

Training in CommunicationDirectorate

CBCMP Photo Story


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CBCMP CoP Introductory Word

One statement from the report of this meeting is worth highlighting The TMAF requires aparadigm shift in the nature of partnership between the Afghan Government and the internationalcommunity from that of recipient and donors to owner and partners. The CBCMP ChangeManagement Specialists are playing a key role in helping MAIL making this transition from arecipient to an owner status.

There is a huge difference between being a recipient and being an owner of something. Ownershipimplies responsibility and capacity. For example, a recipient could receive a vehicle as a gift butnot have the capacity to drive or maintain it. On the other hand, an owner will know how toproperly drive and maintain the vehicle to the benefit of everyone.

H.E. Minister Rahimi's remarks to the TMAF communicated MAIL's efforts to take ownership ofprograms and make the transition from being a recipient. He emphasized the ongoing changemanagement and reform process within MAIL focused on attracting, developing and retainingtalent. He mentioned MAIL's efforts to work with development partners to transfer project assets,knowledge and skills within Tashkeel and the Civil Service Law limitations. H.E. explained howthe paradigm shift from recipient to owner requires MAIL to include in all donor supportedprojects meaningful and pragmatic exit strategies that empower the Government through its ownsystems, while at the same time mitigating risks. Finally, H.E. highlighted the continuation andexpansion of these efforts at sub-national levels as being critical and the main focus of attention.In furtherance of H.E.'s vision, CBCMP is now finalizing the hiring of CMS expanded teams inthe Jawzjan, Khost, Helmand, and Takhar DAILs to expand the successful experience working in

Nangarhar, Balkh, Herat, Patika, Kunduz, and Kabul DAILs.

All of you CBCMP Change Management Specialists should be proud of the role you have playedin helping MAIL make this shift from recipient to owner status.

Brian RudertInternational Executive Service Corps (IESC)Chief of Party

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Dear Colleagues,

Recently there was the first Senior Officials Meeting ofthe Tokyo Mutual Accountability Framework (TMAF)in Kabul and H.E. Minister Rahimi chaired a panel onAid Effectiveness. This meeting marked the one-yearanniversary of the TMAF which amongst other thingscommits donors to putting 50 percent of their resourceson-budget and aligning 80 percent of their programswith the National Priority Program framework.


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CBCMP KUNDUZ DAIL TEAM AWARDED THE APPRECIATIONLETTER FROM USDA ADVISORS

Change Management team embedded to Kunduz DAIL has been working closely with civil servantsproviding on-the-job coaching and mentoring, as well as tailored needs based trainings for different DAILdepartments. CBCMP CMSs assisted the DAIL in preparing their Annual work plan; writing of projectproposals and concept notes; coordination and communication amongst different developmental projectsand DAIL stakeholders. Simultaneously, CMSs have been conducting an intense series of trainings forDAIL civil servants to instill the four CBCMP's Change Management pillars in their daily work, such as:annual work planning, performance scorecards, organizational assessment and realignment, andimprovement of MAIL service delivery.

Kunduz DAIL CMS team with the USDA advisors

Cooperating closely with the CBCMPCMS team, Mr. Merle J. Parise, USDA

representative at PRT Kunduz, and Mr.Jim Conley, USDA Senior AgricultureAdvisor - Region North, recognized therole and contribution of the CBCMPCMSs to better DAIL performance. Theyawarded Kunduz DAIL CMS team, led byShah Wali Rahimi, Senior ProvincialManagement Specialist, a letter ofappreciation. In his email, sent to DAILDirector Mr. Parise wrote: "The KunduzDirectorate of Agriculture Irrigation andLivestock (DAIL) was connected to the

Internet and has an operating in-officeintranet system for the first time thanks tothe Ministry of Agriculture's (MAIL)suc ces sfu l impl ement at ion of the

USDA Capacity Building and Change Management Program (CBCMP). The MAIL is using this programto improve the Ministry's access to its Provincial Directorates and better serve its rural clients.

The program trained an in house IT specialist as well asmanagers in communications operations that willeliminate the delay often experienced in the past byDAIL managers in communications with MAIL, clients,businesses, and employees. This has been a successfulAfghan team effort. Institutional memory and

communication between the organs of Afghangovernment and the clientele they serve remains asignificant concern. However, this program is asuccessful example of U.S. assistance being effectivelyimplemented by the Afghan government to improve itsconnection to the districts". DAIL director,accompanied with all DAIL civil servants attended theceremony.

Author: Shah Wali Rahimi

CBCMP CMSs assistance has been well acceptedby DAIL civil servants

CBCMP Focus on Provinces


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Improving MAILs Planning

Though MAIL had an overarching

strategy it was not reflected at aDirectorate level. The Directorates' plans

were activity based, driven by annual

budget, rather than result based. The civilservants working in MAIL did not know

the Directorate mandate or strategy.CMSs in the Change Management Unit of

Plan and Policy Directorate working with

their civil servant counterparts gathered

all the 14 Change Management Pillarrelated directorates in several technicalmeetings and working groups in order to

develop their 10 years strategic plans

aligned with ANDS, NPPs and NADF andto develop annual action plans aligned

with their strategic plans.

In these technical working groups the participants were CMSs, civil servants, and the director of each

directorate along with the CMSs from the Change management pillar of Plan and Policy Directorate and thecivil servant counterparts. The 14 Directorates are: Plan and Policy Directorate, Statistics and Market

Information Directorate, Communications and Public Relations Directorate, Human Resource Directorate,

Information and Communication Technology Directorate, Office of Chief of Staff, Monitoring andEvaluation Directorate, Internal Audit Directorate, Provincial Affairs Directorate, Finance Directorate,

Procurement Directorate, Administration Directorate, Management Information System Unit (MIS) andProgram Coordination Unit.

The CMSs with their civil servant counterparts in Plan and Policy directorate took the ownership of thiswhole process. A standard format is used for the development of strategic plans and annual action plans. This

process is being implemented in each directorate with the participation of almost all the core civil servant

staff of the directorates under CM-Pillar enabling them to develop action plans for their respectivedirectorates in the upcoming years and also track their progress.

After the development of the strategic plans and annual action plans aligned with their strategic plans these

directorates operate and report on results basis. It is the first time I see a bottom up approach which involvesother relevant directorates in the development of strategic plans while led by Afghans, said Rahimullah

Stanikzai, Director of ICT. As a result of this join exercise, all the participants understand their directorates'mandate, upcoming tasks, and their terms of reference. Directors or Heads of Departments are now clearer

about their future goals and can allocate resources more effectively. All the above mentioned directorates andunits now have strategic plans developed; whereas 8 of them have annual action plans aligned with their

strategic plans. Six remaining directorates are in the process of developing action plans.

Author: Sulaiman Assadullah

ALIGNING OF PLANS AT DIRECTORATES' LEVEL WITH THE MAIL ANDNATIONAL STRATEGIC DOCUMENTS - PLANNING FOR RESULTS

The training session for Procurement Directorate civil servants


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CMSs IntroducingtheirCivil Servant Counterparts

PLANNING AND PROGRAM DEPARTMENT OF NANGARHAR DAIL

Maliz Khan Abbasi, CBCMP Senior Provincial Change Management Specialist (SPMS) introducing hisCivil Servant counterpart Mr. Ataulhaq Bashari, General Manager of the Planning and Program Departmentof Nangarhar DAIL

CMS Maliz Khan Abbasi (on the left ) and Mr. AtaulhaqBashari (on the right)

Nangarhar DAIL SPMS Maliz Khan Abbasi

considers his Civil Servant counterpart, Mr.Bashari, to be "highly cooperative andenthusiastically open to get new ideas, concepts,

skills and execute the skills gained throughcoaching and mentoring process. Working togetherwe achieved beyond the set objectives of the

project".

In an interview, Mr. Ataulhaq Bashari was pleasedto point out the achievements of his department, aswell as the entire Nangarhar DAIL, that has resultedfrom CBCMP technical assistance. Mr. Bashari

said that coaching, mentoring and formal trainingsprovided by Mr. Abbasi and his CMS team enabledall fourteen DAIL departments to develop a results-

based annual plan. Mr. Bashari feels that he is nowbetter able to monitor and measure the performanceof the DAIL departments. He also cited the M&Efield visit plan, improvements in internalcoordination, as well as the external coordinationwith USDA, USAID, UNAMA, OoG, PC, DCs,

and DDAs and with all implementing partners asimportant accomplishments of CBCMP assistance.

Mr. Bashari went on to describe otheraccomplishments that resulted from CBCMPassistance. He highlighted the farmer petitionregistration system which will enable the DAIL to bemore responsive to its beneficiary base. The

Inventory Database was another accomplishmentand all the inventories of 14 DAIL departments,including Behsud district department, have beenentered into the database.

Mr. Bashari was also excited about the benefits theDAIL received from the CBCMP processmapping/improvement efforts which has resulted inmore efficient reporting and filing systems.Management skills and English proficiency of civilservants have been increased. Before the CBCMPassistance, civil servants salaries were delayed andthe development budget was not spent within the set

time frame because of manual calculation mistakes.Now, financial systems have been computerized andcomputer skills of civil servants have been increasedto work independently and process all paymentsefficiently. The provincial profile and website of the

Nangarhar DAIL is under development which willhelp provide up to date information about NangarharDAIL activities. CBCMP On-the-job trainingsenabled the Land Authority Department to increasethe forecast of leasing income of DAIL from 7million AFNs to 27 million AFNs for the year 1392.

Finally Mr. Bashari expressed appreciation for theCBCMP furnished training/conference hall,establishing the networking system and e-attendance system which increased the functionalityand productivity level of Nangarhar DAIL. Inconclusion Mr. Bashari said: On behalf of all

NAILD civil servants I would like to thank CBCMPwhich has enabled us to be more responsive to thecitizen's needs.


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Tokyo Mutual Accountability Framework

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CBCMP, MAIL, AND THE TMAF

The TMAF Senior Officials Meeting (SOM) was recently held in Kabul, Afghanistan, a year after theTokyo Conference of July 8, 2012 where the International Community and the GIRoA met to reaffirm andfurther consolidate their partnership during the Transformation Decade beginning 2014. Progress underthe Tokyo Mutual Accountability Framework (TMAF) was the subject of the discussion.

In the SOM Final Report, the International Community congratulated the GIRoA on its impressiveperformance on budget transparency, resulting in Afghanistan moving from a score of 21% in 2010 on theOpen Budget Index to 59% in 2012, exceeding the TMAF target. Participants agreed that progress had

1.2 million hectares to more than 1.8 million hectares, with wheat production from that land more than

doubling from 1.5 million tons to 3.5 million tons.

The TMAF established an approach based on mutual commitments of the GIRoA and the InternationalCommunity to help Afghanistan achieve its development and governance goals. Under the TMAF there are11 Hard Deliverables for the International Community with regards to Aid Effectiveness. Two of theseHard Deliverables are directly supported by work being carried out by CBCMP:

3.1 By June 2013, and annually thereafter, each Development Partner routes, 50 percent of its aidthrough the National Budget. 3.5 Joint Assessments, which meet Donors and Government standards, of fiduciary risks at major

ministries for increased on-budget financing conducted by December 2013.

Speaking at the TMAF Conference Minister Rahimi said: It is certainly not a coincidence if the recent

economic figures directly link the country's growth to the increasing performance of the agriculture sector.In my opinion, it is the combined and contingent result of institutional reforms and effectivecoordination with our Cluster colleagues and development partners. Recent audits by the independentinternational consultancy firm Ernst & Young have favorably assessed the Ministry of Agriculture'sreadiness to effectively absorb on-budget funding. As articulated in our recent 5-year reform strategysubmitted to the CBR Facility, our public financial management and internal control systems - amongother key functions - have shown great signs of improvement. We have also significantly increased our MISand GIS capabilities to facilitate evidence-based planning, performance monitoring both at output andoutcome levels and therefore increase our accountability.

Representatives from over 47 countries attended the Meeting held inKabul on July 3, 2013

been made in drafting new policies toenable the Provincial and Districtlevels of government to play a moreeffective role in responding to

development needs at those levels andincreasing the ability of citizens tohold government to account.Participants also agreed that it wasnow important to finalize, consult, andstart applying a Provincial budgetingpolicy.

The SOM Final Report alsocongratulated the GIRoA for the factthat irrigated land has increased from


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MALAYSIA LEADERSHIP SEMINAR AND STUDY TOUR

CBCMP with the assistance of its partner Institute for International Education (IIE) developed andconducted the Phase II Leadership Seminar and Study Tour in Malaysia for MAIL senior leadership, (thePhase I was conducted in February 2012). The Phase II Leadership Seminar and Study Tour was repeatedfor the same senior MAIL leadership from Phase I and had the same format of lectures, group studies, casestudies, and presentations. Visits were also made to various public and private agricultural relatedbusinesses who went through transformations and made major changes. Participants were able to seefirsthand how these changes were managed and with what impacts.

MAIL CIVIL Servants, US & Malaysian Trainers and Organizers

The MAIL/DAIL senior trainees were expected to build upon Phase I learning and obtain more extensiveand detailed leadership knowledge and understanding on how effective leaders perform. The followingtopics were presented and discussed with participants: The Five Practices of Exemplary Leadership; SoftSkill Inventory; Lecture on Management of Change for Sustainable Governmental Excellence; StrategicPlanning and Management; Lecture on Building Nation - Integrity, Good Governance and the PublicService. The lecturer of this important subject was Datuk Dr. Mohd Tap Salleh from Malaysian Institute ofIntegrity. He went through Malaysia's experience of governance in detail and touched on Afghanistan's

current situation of governance. As a part of lecture on National Transformation Program - ThePerformance Management & Delivery Unit (PEMANDU) was visited. (PEMANDU) was formallyestablished on the 16th of September, 2009 under the Prime Minister's Department. Its main role andobjective is to oversee the implementation, assess the progress, facilitate and support the delivery and drivethe progress of: Government Transformation Program - GTP and Economic Transformation Program ETP.

Participants also visited Malaysian Public Services Commission and The Rimbunan Kaseh Project as aPublic Private Partnership Project which was built to serve as an example of how to address rural povertyissues by promoting environmental sustainability with technology.

Senior Leadership Training


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BUILDING CAPACITY OF JAWZJAN DAIL

In the third year of implementation CBCMP isfocusing on strengthening MAIL capacities at theprovincial level. Four additional DAIL's, Jawzjan,Takhar, Khost and Helmand, are now part of theCBCMP drive at the provincial level. Civilservants at Jawzjan DAIL are already benefitingfrom the work of Senior Provincial ManagementSpecialist (SPMS) Gul Amin Fahim and ICTChange Management Specialist (CMS) RustamYaqoobi.

English language course started

SPMS Gul Amin Fahim conducted a needassessment to identify training priorities. Englishlanguage course was identified as a highestpriority. Apart from the communication issues,lack of understanding of English language alsothwarts civil servants' ability to learn computerskills. After a selection process based oncandidates interest and commitment, 21 JawzjanDAIL officers started, from May 19th 2013, a sixmonths English course, two hours daily, five days a

week. To avoid transportation costs, course isbeing conducted in DAIL premises. A pre-test wastaken at the beginning of the course with the aim ofmeasuring the progress. It is worth noting thatGlobal Partner International, an NGO wascontracted by CBCMP for teaching civil servants.Jawzjan DAIL Director who is also taking thecourse said I want to learn English as it is aninternational language which will enhance my

Reviving Jawzjan DAIL Communications

Among the first actions that CBCMP has taken inJawzjan DAIL was establishing a stable internet

connection and to train DAIL staff in usingcomputer and internet since they didn't receive anysuch type of training before. CBCMP ICT CMSRustam Yaqoobi said: "When I came here I founddust covered, infected computers, with oldoperating system and expired trial version of anti-virus, as well as lack of another essential securitysoftware and office package".

English class at Jawzjan DAIL

communication with DAIL partners and donors.Knowing English also makes it easier to learncomputers. It also helps me prepare for the CBR(Capacity Building for Results) program". Otherparticipants said that it is the first time anyprogram is doing what CBCMP has done. They areenthusiastic about this and have said they will notmiss the chance!

Apart from his role in organizing English course,SPMS Gul Amin assisted the DAIL managementin preparation of the annual work plan. He has

been helping DAIL management to take a moreactive role in coordination which was managedthrough UNAMA Office before the CBCNPassistance. He is also helping DAIL managementand relevant departments in improving reportingskills, writing project proposals and coordinationof important events.

ICT CMS Yaqoobi working with his counterpart


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A training was provided, not only for the ICTcounterparts, but also for HR, Procurement,Finance, Inventory and MIS key staff members. Atthe same time, ICT staff led by Yaqoobi startedworking to activate four pieces of solar systemwhich was in the stock unused for quite a while.Activating solar system solved the problem ofunstable and weak electricity and Jawzjan DAIL isnow enabled to communicate efficiently withMAIL headquarters in Kabul and all otherstakeholders. Everyday coaching and mentoring iscontinuing and the results are already visible, theICT civil servant counterparts have learnt how todeal with infected computers, expired anti-virus,how to troubleshoot hardware and software causesand other essential security. They have learnt themeaning of information and communicationtechnology, VSAT installation, wireless

configuration, Microsoft Outlook configurationand gained the necessary computer and internetskills to do their daily work. Mr. Mohammad NazifSofizada, the Jawzjan DAIL ICT Manager said:"CBCMP has trained me on a number of thingsand this has positively impacted my work. I cannow make UTP ethernet cable, configure differenttypes of wireless routers, troubleshoot all kinds ofcomputer hardware and software problems,manage printer troubleshooting, printer server,file server and many other IT issues".Currently there are 10 offices connected to theinternet including MIS, HR, Procurement,

Forestry, Livestock, two connections in IT andthree connections in CBCMP office.

Authors: Gul Amin Fahim, Rustam Yaqoobi andCBCMP Communications Team

BALKH DAIL - QUARTERLY HIGHLIGHTS

At the Balkh DAIL CBCMP extension advisors and the SPMSconducted sessions for young civil servants on how to conductand plan a training session. After this training the civil servantstrained went to conduct trainings on different topics for other

civil servants.

CBCMP is also helping the DAIL develop a Standard OperatingProcedure for Training. Currently, various implementers andNGOs conduct training at the DAIL for civil servants. This adhoc training results in duplication of efforts, confusion amongDAIL departments and also causes conflicts amongimplementers and DAIL departments. To avoid this a StandardOperating Procedure is being developed for training at the DAIL.

Individual training for a counterpart

This will help improve the quality and targeting of trainings to the right individuals.CBCMP was also able to assist the DAIL planning Department to develop an annual work plan anddetailed action plans for DAIL departments. The Planning Department did not really see the need forthese plans but after CBCMPs intervention a culture of consultative planning has been introduced.

Coordination at the DAIL level is critical. Earlier NGOs were doing what they wanted withoutinvolving and consulting the DAIL. Now with CBCMPs capacity building the DAIL is much morevocal in what it feels is important for the province. Also the DAIL is much more active in coordinatingwith NGOs, donors and implementers in the province. The DAIL Director is in regular contact withvarious agriculture stakeholder whereas earlier this contact was infrequent and only occurred whenthere was a problem.

Author: Sayed Wahid Moufaq


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IMPROVING PROCESSES AT MAIL COMMUNICATION DIRECTORATE

CBCMP CMSs embedded in the Communication Directorate conducted a workshop on Process Mappingon July 15th 2013. The Communication Director, civil servant counterparts and other key Directorate staffparticipated. The overall purpose of this workshop was to engage civil servant counterparts in processmapping and improving so that service delivery is made more effective.

During the workshop, CMS Hashmat Nasirihelped the Communication directorate tomap two processes: Improvement of VideoArchive System and Improvement of PhotoArchive System. In close coordination withthe communication team both processeswere finalized and approved by MAILCommunication Director during thisworkshop. Improving the identifiedprocesses will help the Directorate to collectAnalog recording tapes (Mini DVCassettes), made over the past 3 years, fromdifferent departments of MAIL; transfer the

CMS Hashmat Nasiri helps civil servants in process mapping

Analog recording cassettes into a Digital Format; and to make sector based, chronological categorizationof the collected data. As per approval by Communication Director the process has to go through followingthree stages: Collecting Mini DV, DV, and VCR cassettes of the past 3 years; transferring the data intodigital format; chronological, sector based categorization.

Collected video and audio material

This initiative will help the Communication Directorate to establish a comprehensive digital media archivewhich will be used to fulfill video and photo needs of MAIL directorates/projects in production ofdocumentaries, promotional spots, publications, website and social media. It will also help the Directorateto provide quality materials to MAIL leadership and other key customers (media, donors, etc,) if and whenrequired. As a result of this workshop to date 500 Mini DV Cassettes have been collected from variousMAIL programs and directorates. Meanwhile, coaching and mentoring of Directorate's civil servants iscontinuing to transfer these cassettes to digital format and also to categorize the cassettes/digital versionsof cassettes.

Author: Hashmat Nasiri

Communication and Media Directorate Process Mapping


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CBCMP Photo Story

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Traveling through provinces Mr. Noor Seddiq, CBCMP Acting CoP, captured some moments that wewant to share with you.

Watering pistachios in Mazar

Mazar DAIL Director with an asafetida harvesterPomegranate tree flower

A boy watering wheat in Kandahar Zhari District

A vineyard in Kandahar fenced in by mountains

Flowering pomegranates


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CBCMP Photo Story

For additional information about CBCMP please contact us at: [email protected]

We are using this opportunity to invite all our Change Management Specialists, as well as our civilservant colleagues to come to visit CBCMP People's Garden established on the MAIL campus betweenthe parking lot and the PICU building. Despite some problems with seed quality, hole-digging dogs, andan outbreak of powdery mildew in the greenhouse, the garden is progressing well.

People's Gardens are required to have three components in common. They must benefit the community,they must be collaborative, and third, they should incorporate sustainable practices. In the case of theCBCMP People's Garden the produce is shared with the MAIL grounds and security staff.

CBCMP is in the process of registering the garden

with the U.S. Department of Agriculture's (USDA)People's Garden program which includes 8 foreignlocations. Agriculture Secretary Tom Vilsackdeclared the grounds surrounding USDAHeadquarters in Washington, DC the first People'sGarden on February 12, 2009 in honor of AbrahamLincoln's 200th birthday. When President Lincolnfounded USDA in 1862, he called it The People'sDepartment. USDA continues to honor his vision fora Department that serves the people every day and inevery way through The People's Garden Initiative.

CBCMP DCoP Anant Singh working in the garden

This publication was made possible through support provided by the USDA Foreign AgriculturalService, Office of Country and Regional Affairs, under the terms of Cooperative Agreement No. 58-3148-1-042. The opinions expressed in this publication are those of authors and do not necessarilyreflect the views of the USDA Foreign Agricultural Service.

VEGA is an equal opportunity provider.

Asafetida Harvester in Mazar Produce from CBCMP Peoples Garden