Oromia Achievements by Taffesse Asfaw

Report
OROMIA NATIONAL REGIONAL STATE
December, 2012
Harmony Hotel
.
Presentation On Government Policy On
Accountable And Responsive Services
(Ways To Improve Basic Services)
ORGANIZATION OF THE PAPER
Introduction
 Brief background
 Major capacity building program
 Sub-Programs
 Activities and major achievements

1. INTRODUCTION

The pre-1991 strategies and approaches were
characterized by the prevalence of unitary
government with centralized administration,
absence of devolved government, unbalanced
regional development and little participation of
localities and the grass roots in economic
development and sharing the fruits of
development.
INTRODUCTION
After 1991 things had been changed and the
strategies and approaches were characterized by
the pervalence of federal government with
decentralized
administration,
devolved
governanment.
 Accordingly, since 1994/95, 9 regional states and
2 city administrations were established.
 Moreover, since 2002 power was devolved from
regional states to local governments particularly to
districts.

INTRODUCTION

Accordingly, Regional Governments took steps
to ensure accountability and transparency,
establishing local government legislation which
amongst other things determines clear
functional responsibilities between the tiers of
government.
2. BRIEF BACKGROUND: OROMIA (OCSGGB)




Oromia regional state is one of the nine regional states
in Ethiopia.
Both in its area coverage and population, it ranks first in
the country.
In line with the policy and strategy formulated by the
Federal government, the region has formulated its own
socio-economic and development policies and
strategies.
Oromia regional state with its 18 zones, 265 rural
districts and over 6,253 rural ‘kebeles’ (Village) in
addition with 43 reform towns has given a special
attention to the area where the actual economic and
social programs will be implemented.
BRIEF




For the outcome expected from these general policies
and strategies capacity building program in all sectors
was the first choice.
The regional government views these programs as aid
for capacity building and achieving regional overall
development objectives and goals.
It also views capacity building program as a means of
addressing and strengthening issues of governance,
transparency, responsiveness and accountability in
government service delivery;
And to this end the regional government is being fully
committed to the realization of efficient and effective
systems of service provision and thereby ensure good
governance at all government units level.
BRIEF
To that effect, Bureau of Oromia Civil Service and
Good governance is vested in the major trust to
coordinate the efforts and resources geared
towards the implementation of public sector
capacity building with the aim of bringing about
institutional transformation through building
capacity and system development across all
sectors and levels of government bodies.
 This is with a view of enhancing democratic
participation, promote good governance and
improve service delivery by strengthening of public
institutions at all levels.

BRIEF
Consequently, the OCSGGB has been actively
involving in structural and institutional reform with
clear focus on bringing sustainable development,
poverty reduction, deepening democratization,
promoting sound governance and empowerment
based on the national strategic plan.
 This is due to the fact that accountable and
responsive service as well as decentralization
program is amongst the government’s instruments
to provide opportunities to the people.

3. MAJOR CAPACITY BUILDING PROGRAM

Public Sectors Capacity Building Program
(PSCAP) was launched few years back from now
Oromia Civil Service and Good Governance
Bureau has been mandated to run the
program.
PROGRAM

The purpose of the Regional Public Sector
Capacity Building Program (PSCAP) is to build and
strengthen the capacity of public sector
institutions, rural and urban local governments in
their efforts of discharging efficient service
delivery, boosting revenue generating capacity of
the government, providing transparent, and
predicable
judicial
service,
building
ICT
infrastructure for an efficient service delivery and
renovating system of urban governance and
improving urban service delivery.
PROGRAM
The program is expected to assist in bringing
about transformation of public sector of the
regional
government
to
augment
the
developmental pursuits currently unfolding in the
Region.
 Moreover, it is hopped that the program would
improve
local
governance
and
citizen
empowerment and substantially builds up the
human capabilities for a sustained and rapid
regional development.

4. SUB-PROGRAMS

1.
2.
3.
4.
5.
6.
In the contexts of the foregoing developmental
goals of the regional PSCAP , there are six pillars
or reciprocally integrated components embodied in
the program:
Civil Service Reform Program,
District Level Decentralization Program,
Justice System Reform Program,
Information and communication Technology,
Tax System Reform Program,
Urban Management Capacity Building Program,
4.1. CIVIL SERVICE REFORM PROGRAM,
The civil service reform program as one of the
six components of the regional PSCAP is
intended to enhance the capacity of the civil
service system.
 The successful implementation of this program
will bring about effective, efficient, transparent,
accountable, ethical and performance oriented
civil service system.

CSRP
Moreover, this program is envisaged to enhance
good governance, participatory service delivery
and induce implementation of the regional
government’s social and economic policies.
 Its general developmental impact is to bring a
major difference in enhancing the capacity of the
regional civil service institutions in providing
adequate and quality service and enable public
institutions play a pivotal role in reduction of
poverty.

4.2. DISTRICT LEVEL DECENTRALIZATION
PROGRAM

The general objective of DLDP is to deepen the
devolution of power in the 265 rural woredas of
the regional government, to institutionalize
decision making process at all the grass-root level
with a view of
enhancing democratic participation,
 promote good governance,
 improve service delivery and
 contribute to a sustainable development and poverty
reduction.

4.3. JUSTICE SYSTEM REFORM PROGRAM
Is geared towards improving the legal and
judicial system.
 It enhances predictability and transparency of
the legal and judicial system.

4.4. INFORMATION AND COMMUNICATION
TECHNOLOGY

The overall objectives of regional ICT is to
harness the full spectrum of ICT potential for
economic growth and poverty reduction,
including the development of human resources,
democratization and good governance on a
sustainable basis.
4.5. TAX SYSTEM REFORM PROGRAM

The major objective of the tax reform program
is building capacity, make the tax system
efficient, enhance tax payer’s compliance
through tax payer education, and encouraging
investment and the private sector development
in the region to increase revenue for a
sustainable economic development.
4.6. URBAN MANAGEMENT CAPACITY BUILDING
PROGRAM


The regional urban management capacity building
program of the PSCAP is designed to address the
capacity problems of the urban local governments of
Oromia.
The general goal of urban management sub-program is
to facilitate the establishment of good governance and
promote sustainable urban development in the region
as well as enabling urban local governments of the
region deliver adequate services efficiently and
effectively to their residents and enable the urban
sector play its due roles in the socio-economic
transformation of the region.
CONT’D

To improve service delivery system different
programs and reform tools have been
implemented in all public sectors of the region;
like quick wins, BPR, BSC in Civil Service
Reform Program and GGP in District Level
Decentralization Program
CONT’D
To this end, efforts have been made in
establishing new system and structural
arrangements for service delivery at all levels.
 Accordingly,
information desk, customer
recipient, complaint handling officer, kebele
officer posts were organized in each public
office down the line to the kebele level.

CONT’D
As already mentioned, the objective of capacity
building strategy is to build a capacity that can
implement development strategies.
 Therefore, the scope of the strategy is the
scope of development strategy.

CONT’D
To realize this objective OCSGGB has made a
lot of efforts based on the capacity building
programs with respect to training, consultancy
service and goods.
 Next is showing you the efforts made and
achievements
obtained
out
of
the
implementation of capacity building strategies
and programs.

Activities
Outcome
•Training
(conceptual and
technical)
on BPR
•Computer training
for Regional
Human Resource
Experts
•Training on BSC
for Regional, Zonal
and Woreda level
leaders and
experts.
•Process and Result based structures are
redesigned.
•One stop shopping service delivery has
been exercised.
•Non value adding activities and handoffs
are reduced.
•cycle time and customer complaints are
reduced.
•Service delivery time improved.
•Quality of work in terms of documentation
improved.
Strategic thinking in terms of the four
perspectives.
CONT’D
Activities
Outcome
Developing BSC
Performance Evaluation and Award
system has been established across the
region.
Procurement of
Goods.
•Service delivery time improved.
•Quality of work in terms of
documentation improved.
Training
on
leadership
skills,
and
human
resource guideline
for top leaders and
senior experts
•Enhanced leadership capacity.
•Improved service level in terms of
responsiveness and efficiency at grass
root level.
Activities
Enabling
legislation
for
authorities has been adopted
Outcome
local Transparency and accountability improved
Training on Gender sensitized
community participation, Women
and leadership, Decision making,
and Women and HIV/AIDS has been
provided
-improved participation of women in regional and
woreda council,
-Participation in different development programs,
leadership and decision making areas are
increased.
Educating Woreda Civil Service
leaders and experts in different
disciplines
-Enhanced leadership capacity.
-Improved
service
level
in
terms
of
responsiveness and efficiency at grass root level.
Providing training
on Good -Service delivery improved in terms of access,
governance package
for public responsiveness and quality.
institutions and different community -The community started to exercise its right.
groups at district and kebele level.
CONT’D
Activities
outcome
Good governance package, service provision
formats, kebele manager’s working manuals,
and minimum service standard and
performance indicator manual had been
printed and distributed
Service delivery improved in terms of
access, responsiveness,
transparency, accountability and
quality.
Information desk and complaint handling Improved transparency and
officers, kebele supervision and inspection accountability
team, and kebele managers has been placed
Computers
and
reference
books for Improved quality and efficiency of
disadvantaged woreda and lead institutions operations.
has been purchased and distributed
MAJOR ACTIVITIES AND OUTPUTS




Various capacity building training for members of
the Caffee, Woreda Councils, Town Councils &
Kebele councils.
Pre-duty training for new recruits of the sector,
On job long term training for judges, prosecutors,
professionals and law enforcement institutions
communities.
Community policing board were established in
5766 kebeles.
The Supreme Court, Higher Courts and Woreda
Courts use color coded filing system and
automated court case mgt is functioning
whereas Sound recorder is available at the
Supreme Court and Higher Courts.
OUTCOMES
Improvement of oversight & control over the Executives
& Judiciary in a way that ensure check & balance;
Justice Organs service delivery in terms of efficiency,
quality and accessibility and increased public
confidence in the institutions;
Participation of the Public in exposing the unjust acts
increased.
Data management system & utilization of technology
of justice organs improved,
Enhanced crime prevention, investigation &
prosecution;
Improved treatment of prisoners & reintegration of
offenders in to the society after released;
JUSTICE INSTITUTIONS OUTCOME
Institution
Indicator
1997
2004
0.2
0.09
Clearance Rate
100.4%
102.4%
Congestion Rate
1.2
1.09
83.6%
92.09%
Attrition rate at
regional & zonal level
-
80%
Attrition rate at
District level
-
100%
Convection Rate
69%
86%
Courts case Backlog
Performance
Prosecutor
OUTCOME OF REGIONAL COURT
Description
Court proceeding
Court Cassation
Appeal
Application
Document
assessment
Before
It takes 151 days
90 days
30 days
2days
15 days
After
2 days
10 days
2days
30 minutes
20 minute
3.5. COST-BENEFIT ANALYSIS ON COURT JUDGEMENT IN
TWO CENTERS
Time used for
Court Judge
No. of No. of
Reduced
the cases(in Hr) expense
Center
Files
case
Seen
owners
Southern Center
(Shashamane)
357
700
84.45
133,870.00
Western Center
(Nakemte)
526
1324
26.25
321,896.00
883
2024
111.10
455,7663.0
0
Total
Court judge through Video Conferencing
1. ICT Human Resources Development and Training
OUTPUT



2410 (M=2307, F= 103) IT professionals & Woreda Net
operators was trained on Networking Security, Programming
Language skills, IT equipment Maintenance
325 (M=280 F=45) Woreda Net operators selected from all
woreda were trained on school net device maintenance
43,428 (M=37,123, F= 6,305) civil servant were
trained on Basic Computer Applications.
Outcomes






Civil Servants at all level currently prefer to use computers for
their daily activities due to this efficient & effective services
improved
ICT professions bring changes in Managing, handle, maintain,
support and deliver the developed MIS to the end users
satisfaction.
Extend developed applications for additional functionalities and
exercise in-house software development.
Design, Install, configure, troubleshoot and maintain the region
wide network architecture
IT equipment maintenance were started at zone, and District
level and maintenance expense is totally reduced
Effective & efficient service delivery and good governance
achieved
2. Network Expansion.
OUTPUT





43 Regional Sector Bureaus were connected with WoredaNet
facilities.
197 Rural Districts were connected and 69 newly emerged Districts
are on process to connect
All sector bureaus branches at all zone & District level near to the
Woredanet facilities was connected and started to share data and
Information over the facilities.
6 ICT training centers were connected and sharing educational &
other resources from Regional Data warehouse.
6 Community Information Centers were connected to provide free
information (Internet and other services) for the communities.
CONT…
Outcomes
 File
& Data sharing over the network facilities increased
so that expenses were reduced.
 Citizen get access to information service and started
searching competitive current market price
 Citizen have access to
choose best technology that
increase their productivities.
 Sharing ideas through e-mail was increasing in urban
areas
3. MIS SOFTWARE APPLICATION DEVELOPMENT
OUTPUT
6
Bureaus MIS were developed by PSCAP-ICT Budget
 14 sector bureaus MIS development is at final stage
 2 ready made application were customized for
regional needs.
 2 application software were developed in house by IT
experts
Outcome of MIS application.
Oromia Gov. Communication Affairs Bureau MIS
 Information access were established, and disseminated to the
customer on appropriate time, efficiently & effectively
 Cost and time of collecting news from different sites (rural
remote, urban…) is totally reduced
 Effective & efficient online information access and
dissemination achieved
COST BENEFIT ANALYSIS ON OROMIA GOV.
COMMUNICATION AFFAIRS BUREAU MIS
Resource Usage per month at Region, Zonal &
Woreda level
Description
Activities
News Preparation
Article preparation
Advertisement
Claim/Opinion
Plan & Report
Expense/month
Fax & Phone Paper
usage
consumption
Video cassette
consumption
63,480
4,860
228480
3,720
3,200
15,360
85,760
752
1,920
1,596
1984
11,112
228,480
133,344
228,480
-
Total (Birr)
296,820
4,472
5,120
16,956
1,984
325,352
Expense/year
1,029,120
1,390,944
4 . ICT SERVICE DELIVERY
OUTPUT
 Video Conferencing services
> 40,000 regional, zonal, District and
municipality top- and mid-level managers
trained on good governance package
through video conferences
 Mail services provided for all civil servants at
regional level bureaus
Outcomes from ICT service delivery.
Effective and efficient service delivery improved
 Good governance is practiced
 Customer satisfaction increased from time to
time
 Sustainability of service delivery were assured

5. Community Information Centers & Community Radio
Outcomes from the services





Rural community access information at any time they need.
Community started to choose best technology for their
farm/Production on international market
Online market assessment for best price were started and
currently farmers is selling their product from their home.
Farmers start to learn/teach their children and themselves at
their village
Farmers benefited from community radio pre-warning
information on unconditional rainy to collect their farm
products
6. CALL CENTERS
Purpose
Provide up-to-date and accurate information on government services.
 To save customers time and money spent for searching information.
 Currently Customers can call up to the toll free number, 888
 Accessible both from landlines and cell phones
Registered Government Institutions: Oromia Supreme Court,
 Oromia Justice Bureau,
 Oromia Industry and Urban Development Bureau,
 Oromia Investment,
 Trade & Market Development Bureau

FREE CALL CENTER SERVICES FOR THE LAST 11
MONTHS PER BUREAU
Benefited Bureaus
Need
answer
Income call
Answered
call
Rejected
Oromia Supreme Court
40919
36180
4739
Justice Bureau
42232
37150
5082
Urban Dev.Bureau
Trade & Market Dev.Bureau
26235
23238
2997
13174
11996
1178
Investment Commision.
17063
14581
2482
139,623
123,145
16,478
Total
COST BENEFIT ANALYSIS ON FREE CALL CENTER(888)
USERS
Citizen’s Cost – benefit analysis
Service
Answered call Cost of Transport Lunch
Advisor
Assumed
provider
(benefited
(Double Trips) expense expense
Total
(Birr. 10.00)
Bureau/com
citizens)
(Birr.112.00)
(50.00)
Expense
mision
Oromia
Supreme court
36180
4,052,160 361,800 1,809,000 6,222,960
Justice Bureau
37150
4160800
371500 1,857,500 6,389,800
Urban
Dev.Bureau
23238
2602656
232380 1161900 3,996,936
Investment
Commision
11996
1343552
119960 599800 2,063,312
Trade&Marke
t Dev.Bureau
14581
1633072
145810 729050 2,507,932
Total
21,180,940
OUTPUTS & OUTCOMES
5.1 Tax Policy and Legislation


19 Tax proclamations and regulations(Income tax,
Value added Tax, turnover tax, Excise tax, Stamp duty
etc) were issued and adopted at each zones and
woredas
467 staffs were trained on different Tax proclamations
and regulations
5.2. Taxpayer Identification Number


153 users were trained on the applications of TIN
systems at three(3) phase
206,476 taxpayers has got TIN certificates
Presumptive Taxation Scheme





One Working manual on annual turnover survey was
prepared and implemented
169,286 taxpayers were surveyed ,
Training was conducted for 852 Woredas and city
administrations staffs on developed manuals and
directives on the annual turnover surveys
One Working manual on withhold withholding tax was
prepared and implemented
553 staffs from withholding agents were trained on
withhold withholding tax manual
Value added Tax Sub-program
 Training on SIGTAS application software (VAT and
TIN Registration, collection and enforcement,
Auditing and Cashing) were conducted for 153
revenue staffs
 7842 taxpayers were registered for VAT
 17 zones and 4 city administrations started to
implement SIGTAS ALL TAX;
Organization and taxpayers education
 Tax payers education through different media
including weekly TV program was being
conducted.
 At five city administrations 1,000 tax payers were
trained.
OUTCOMES ACHIEVED: INCREMENT IN
REGIONAL REVENUE
No Year
Revenue Collected
2
1998 624,300,000
1999 809,400,000
3
2000 1,158,100,000
4
2001 1,339,700,000
5
2002 1,674,200,000
6
2003 2,338,900,000
1
% Increment Over
Year
30%
43%
16%
25%
40%
INCREMENT IN VAT COLLECTION
YEAR
1998 1999
2000
2001
2002
2003
VAT Collected (Million )
13.6
132.7
177.2
216.6
352.3
84.2
352.3
84.2
13.6
132.7
177.2
216.6
1998
1999
2000
2001
2002
2003
MAJOR OUTPUTS
Activity
Trainings on GIS, GPS operation, Cad,
Drafting & plotting for 1125
professionals
Output
Regional Urban Planning
Institute is established and
strengthened to produce
Integrated Development
Plans to the regional cities.
Short term trainings and workshops
on National Urban Development
Policy, Housing Strategy, Micro and
small scale enterprise policy, Urban
and Industry packages, municipal
proclamation for about 3839
participants.
City administrations
introduced with major Urban
Development policies and
strategies.
MAJOR OUTPUTS
Out dated and incompatible
regional tariff framework
The potential of municipal
revenue under existing situation
has been identified and new
tariff range is yet to be applied.
Concept paper on
Environmental Protection
Strategy is adopted and
awareness creation activities
have been given to about
43,376 peoples.
Community knowledge on the
need for sanitation and
environmental protection has
been increased
URBAN SANITATION IMPROVEMENT
MAJOR OUTCOMES
Before 2007
After 2007
Number of cities having Currently there are about 453 cities in
legal status were 163
the region
Number of reform cities
were 12
Decision makings were
mainly centralized
There are 43 reform cities out of which
39 have their own councils
Decision making is closer to local levels
and citizens
Service Provision Improvement
Provision of construction
license takes about 3
months.
Provision of legal status
certificate takes
minimum of 3 months
Currently; it becomes only 30 minutes
provided that the customer will come up
with full information.
It could be provided with in a weak
period of time
SERVICE PROVISION IMPROVEMENT
OUTCOMES FROM PROCUREMENTS
Before
After
Traditional manual Computerized working system
Work
started in 45 Institution at regional
level
Information
Access to information were
access limited to increased
regional and
urban
Effective & efficient Service delivery
improved
Customer satisfactions increased
FROM BURIED IN PAPER TO COMPUTERIZED
OPERATIONS
7. EXPENDITURE MANAGEMENT AND
CONTROL PROGRAM
(EMCP)
7.1 OUTPUTS
Staff’s implementing capacity strengthened
through intensive and continues training ,
 Cash management improved, Cash transfers
have been changed to zero-balance system ,
 The accounting system has been changed from
the single entry to the modified cash basis
double entry system,
 Salary payment of Government employees is
carried out through Banks,
 A single pool accounting service is now in place,
 pre-audit functions are replaced by post audit,

OUTCOME…
Accounts backlogs are cleared,
 Timely and accurate accounts reports were
produced
 Misuse of government Resources were
reduced
 Ideal cash at budgetary institution is
reduced

Thank You

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