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Group 2

Group 2. CD Results that Matter. key strengths & opportunities. The use of result based management by means of “ Imihigo ” is in place. Improved public Financial Management System at LG (Ref. OAG report, 2010)

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Group 2

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  1. Group 2 CD Results that Matter

  2. key strengths & opportunities • The use of result based management by means of “Imihigo” is in place. • Improved public Financial Management System at LG (Ref. OAG report, 2010) • SCBI has clear objectives and outcomes aiming at skills transfer (clear ToRs for TAs, tools, service delivery chain- all players involved-). • Significant investment in CD & CB for service delivery • A clearly defined 3rd phase Decentralization Implementation Program (DIP) with a CB strategy for its implementation; • Existence of PSCBS and other CB institutions (RIAM, RALGA, NDIS, etc);

  3. key weaknesses and threats • Lack of clear systems to facilitate implementation (is this captured in the existing framework) • Lack of data and statistics (turnover rate, training rate, how much capacity has been created, • CB without proper needs assessment (supply driven, not bottom up, no targets set, approach). • Insufficient harmony considering TNA, Training delivery and Training impact among stakeholders; • Ill definition of training delivery hence difficult to measure (objectives, linkage with policy); • CD not clearly in tandem with planning cycle (District development plan). • CD not clearly understood • CB not holistically tackled (CC, CU,CR----HR, conducive environment, systems, leadership style being ingredients); • Lack of CD for people to receive CD & CB interventions (recipient not equipped);

  4. Lessons learned and suggestions • CD facilitates sustainability of programs, therefore ;CD should be imbedded in the planning and development process as well as performance contracts; • Measurement of CD should be put in perspective (what do we want to measure and when, be specific on what each CD intervention entails). • Managing expectations (Process and outputs----looking at the general picture-at a forest not the trees-); • Tackle CB in a holistic manner • Build capacity of the receipients of development interventions (Ex. Of farmers)

  5. Way forward • The policy of extending implementation responsibility to the sector level requires significant investments in CD/CB interventions (responsibility, accountability should go with capability); • Key actors from central to local government should be involved (avoid duplication and overlaps). • Engage stakeholders at early stage of CD (minimize the top down approach); • Put in place measures to retain and utilize capacity; • CBA to be done and linked to policies,

  6. Way Forward cont’d • Synchronize CB/CD with planning cycle (Have a CB plan based on needs assessment and situation analysis); • Have a comprehensive approach to CB (individual, organizational and institutional as well as embracing dimensions of capacity creation, capacity utilization and capacity retention); • CB goes should go hand in hand with the ongoing/ upcoming initiatives (3rd generation of PRSP, 3rd DIP, Sector Strategic Plans, DDPs,…); • Integrate CD in result based management; • Build capacity at community level to enhance ownership of CD interventions ;

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