OROMIA NATIONAL REGIONAL STATE

December, 2012Harmony 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

In the contexts of the foregoing developmental goals of the regional PSCAP , there are six pillars or reciprocally integrated components embodied in the program:

1. Civil Service Reform Program,2. District Level Decentralization Program,3. Justice System Reform Program,4. Information and communication Technology,5. Tax System Reform Program,6. 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 and Achievements

CIVIL SERVICE REFORM PROGRAM,

MAJOR ACTIVITIES AND ACHIEVEMENTS

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’DActivities 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.

DISTRICT LEVEL

DECENTRALIZATION PROGRAM

MAJOR ACTIVITIES AND ACHIEVEMENTSActivities Outcome

Enabling legislation for local authorities has been adopted

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 governance package for public institutions and different community groups at district and kebele level.

-Service delivery improved in terms of access, responsiveness and quality. -The community started to exercise its right.

CONT’DActivities 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 officers, kebele supervision and inspection team, and kebele managers has been placed

Improved transparency and accountability

Computers and reference books for disadvantaged woreda and lead institutions has been purchased and distributed

Improved quality and efficiency of operations.

JUSTICE SYSTEM REFORM

PROGRAM

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 OUTCOMEInstitution Indicator 1997 2004

Courts case

Backlog 0.2 0.09

Clearance Rate 100.4% 102.4%

Congestion Rate 1.2 1.09

Performance 83.6% 92.09%

Attrition rate at regional & zonal level

- 80%

Attrition rate at District level

- 100%

Prosecutor

Convection Rate 69% 86%

OUTCOME OF REGIONAL COURT

Description Before AfterCourt proceeding

It takes 151 days

2 days

Court Cassation

90 days 10 days

Appeal 30 days 2daysApplication 2days 30 minutesDocument assessment

15 days 20 minute

3.5. COST-BENEFIT ANALYSIS ON COURT JUDGEMENT IN TWO CENTERS

Court judge through Video Conferencing

Court Judge Center

No. of Files Seen

No. of case owners

Time used for the cases(in Hr)

Reduced expense

Southern Center (Shashamane)

357 700 84.45 133,870.00

Western Center (Nakemte)

526 1324 26.25 321,896.00

Total 883 2024 111.10 455,7663.00

INFORMATION AND

COMMUNICATION

TECHNOLOGY

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.

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

Outcomes

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…

OutcomesFile & 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

Description Activities

Resource Usage per month at Region, Zonal & Woreda level

Total (Birr)Fax & Phone usage

Paper consumption

Video cassette consumption

News Preparation

63,480 4,860 228480296,820

Article preparation

3,720 752 -4,472

Advertisement 3,200 1,920 - 5,120Claim/Opinion 15,360 1,596 - 16,956Plan & Report - 1984 - 1,984Expense/month

85,760 11,112 228,480

325,352Expense/year

1,029,120

133,344

228,4801,390,944

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 CENTERSPurpose

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 phonesRegistered 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

Income call

Need answer

Answered call

Rejected

Oromia Supreme Court 40919 36180 4739

Justice Bureau 42232 37150 5082

Urban Dev.Bureau 26235 23238 2997Trade & Market Dev.Bureau 13174 11996 1178

Investment Commision. 17063 14581 2482

Total 139,623 123,145 16,478

COST BENEFIT ANALYSIS ON FREE CALL CENTER(888)

USERS

  Service provider

Bureau/commision

Answered call (benefited citizens)

Citizen’s Cost – benefit analysis  Cost of Transport

(Double Trips) (Birr.112.00)

Lunch expense (Birr. 10.00)

Advisor expense (50.00)

Assumed Total

Expense

Oromia Supreme court 36180 4,052,160 361,800 1,809,000 6,222,960Justice Bureau 37150 4160800 371500 1,857,500 6,389,800

Urban Dev.Bureau 23238 2602656 232380 1161900 3,996,936Investment Commision 11996 1343552 119960 599800 2,063,312

Trade&Market Dev.Bureau 14581 1633072 145810 729050 2,507,932

Total21,180,940

TAX SYSTEM REFORM PROGRAM

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 % Increment Over Year

1 1998

624,300,000

2 1999

809,400,00030%

3 2000

1,158,100,00043%

4 2001

1,339,700,00016%

5 2002

1,674,200,00025%

6 2003

2,338,900,00040%

INCREMENT IN VAT COLLECTIONYEAR 199

81999 2000 2001 2002 2003

VAT Collected (Million )

13.6 84.2 132.7 177.2 216.6 352.3

13.684.2

132.7177.2

216.6

352.3

1998

1999

2000

2001

2002

2003

URBAN MANAGEMENT CAPACITY

BUILDING PROGRAM

MAJOR OUTPUTSActivity Output

Trainings on GIS, GPS operation, Cad, Drafting & plotting for 1125 professionals

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 legal status were 163

Currently there are about 453 cities in the region

Number of reform cities were 12

There are 43 reform cities out of which 39 have their own councils

Decision makings were mainly centralized

Decision making is closer to local levels and citizens

Service Provision ImprovementProvision of construction license takes about 3 months.

Currently; it becomes only 30 minutes provided that the customer will come up with full information.

Provision of legal status certificate takes minimum of 3 months

It could be provided with in a weak period of time

SERVICE PROVISION IMPROVEMENT

OUTCOMES FROM PROCUREMENTSBefore AfterTraditional manual Work

Computerized working system started in 45 Institution at regional level

Information access limited to regional and urban

Access to information were increased

Effective & efficient Service delivery improvedCustomer 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