The Capacity Development Strategy for PSNP4 provides the general framework for coordinating and harmonizing the CD efforts of all PSNP’s government and partner implementing agencies (IAs). The intent of this harmonization is to achieve greater integration of planning and implementation, to increase program performances (i.e. efficiency, effectiveness and synergy impact) and ensure institutionalization of CD systems and practices under PSNP. The strategy has two goals and five objectives. For the operationalization of the CD Strategy, the “Guideline for the Preparation of an Integrated CD Action Plan for PSNP4” was prepared and distributed to the regions in April 2017. This guideline document provides the basis for the preparation of this year’s integrated annual CD plan.
A brief overview of the past two years’ CD performance reveals that the CD budget for EFY 2008 was released and significantly used to address planned CD activities. In EFY 2009, due to the general program budget shortfall, the released and used amount of the PSNP’s CD budget was as low as 25% of the approved annual budget, which left many planned CD activities undelivered.
There are two significant issues that resulted from the previous two years’ CD performance. Firstly, even in the normal year (EFY 2008), the planned CD activities were not adequately cascaded to the lower levels (kebeles), thus the critical capacity needs of frontline staff and clients were not adequately addressed. Secondly, there was a huge carry-over of CD needs from EFY 2009 to EFY 2010. This year’s CD plan is partly informed and designed to address these two issues.
The integrated CD plan for EFY 2010 begins the process of bringing the different level governments and partner IAs into one framework of CD planning. Though certain challenges remain to be addressed, the collaborative planning exercise has already significantly reduced duplication and fragmentation of CD efforts and competition among IAs for the limited CD resources. The key learning is that organizing and facilitating annual CD planning orientation and semi-annual CD implementation reviews and learning workshops with government and partner IAs at all levels will be critical for better understanding, buy-in, integration and implementation of CD systems.
The CD planning was informed by CD assessment results and pre-determined areas of CD priorities. The areas that received priority for CD support are: low performing woredas, pastoral regions, new implementing agencies, new split woredas, and frontline staff. Pertinent functional and technical competency gaps were also identified and prioritized to receive more CD support this year.
TASC will address many of the functional competency needs in the areas of: human and physical resource management, systematic approaches to CD, leadership, coordination and management and knowledge management, as well as supporting standardizing prioritized technical courses for government technical staff. TASC also oversees the transition plan for TAs and the process of institutionalization of CD to government structures and functions. TASC-driven CD places more emphasis on CD processes and management, whereas the government and partner IA-driven CD generally places a greater focus on addressing the need-based technical competencies at all administrative levels of the program.
The PSNP4 integrated annual CD plan for EFY 2010 is designed to address the various competency needs of 145,259 participants, representing leaders, managers, coordinators, and technical staff from federal to kebele frontline staff. This includes individuals participating in more than one event. The actual number of individuals participating in these events is not known. Approximately 872,640 community-level Livelihoods participants will also be trained in EFY 2010. The total human capacity development budget for the planned year amounts to Birr 393,592,088. Financing to the CD budget is in the order of: 81.8% by PSNP for government-driven CD, 11.7% by PSNP for TASC-driven CD, 5.9% by NGOs for their own CD programs that focus on lower levels, and 0.6% is TASC’s contribution for selected CD activities that are critical for CD processes and usually involve low numbers of participants. Some CD activities will be jointly financed by the PSNP CD budget and TASC’s own funding. Most TASC-related CD activities will be financed by PSNP. PSNP has allocated US$ 2.0 million for TASC-driven CD, which is about 11.7% of the total annual CD budget.
Administratively, 74% of the budget (Birr 289,807,459) will go to woreda and kebele levels to meet the human capacity needs of 131,266 woreda implementing staff and frontline staff, as well as 872,640 community program participants. The regional and federal CD budget shares are in the order of 11% and 16% respectively. Note that the number of participants under the NDRMC CD activities is not indicated due to a lack of information from the Commission. This likely results in an under-estimation of the total number of CD participants in general and the federal level participants, in particular.
With this limitation, the share of federal, regional and woreda participants are in the order of 2%, 8% and 90% respectively, and budgets shares are in the order of 16%, 11% and 74% for federal, regional and woreda levels. This shows that the focus of CD is at the lower levels – woreda and kebele.
Within the need-based CD, the Livelihood component constitutes the largest share at Birr 160,539,687, which is 48.65% of the need-based CD budget. With this budget a total of 77,038 technical and frontline staff as well as 872,640 community program participants will be addressed.
Various CD coordination and governance mechanisms are in place to effectively oversee and manage implementation of this annual CD plan. The federal CDSC and the regional CDTACs are the governance bodies that provide strategic guidance and oversight for the operationalization of the CD system and effective implementation of this annual CD plan. The CDTAC will meet every quarter to review and improve progress of the CD system and the implementation of the CD plan. The CDTAC will be supported by the regional CD coordinators, champion facilitators and TCs to make an effective transition to the systematic CD and delivery of planned CD activities.
The channeling and use of the PSNP budget that is allocated to TASC activities will follow the general financial mechanisms of the PSNP. Within this framework, TASC and FSCD are expected to distinctively allocate and communicate that part of the budget (approximately Birr 45.5 million) to regions and issue clear procedures for accessing and using it at federal and regional levels. The FSCD and the regional FSCOs will administer the TASC-related PSNP budget with close collaboration with TASC team at respective levels.
Tracking and reporting on the performance of this integrated CD plan will be carried out within the CD performance measurement framework, using data collection and reporting tools developed by TASC.