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REPORT Civil Service Leadership Programme Inception Mission Report (January 2006) Inception Mission Civil Service Leadership Programme Developed by Consulting Partnership InWEnt/ILTIS/APPLICATIO c/o InWEnt gGmbH Div. 6.05 Weyerstr. 79-83 D-50676 Cologne, Germany Report: Inception Mission 2 CONTENTS 0 EXECUTIVE SUMMARY 5 1 PROJECT BACKGROUND 9 1.1 General project information 9 1.2 Objectives of the programme 10 2 INCEPTION MISSION BACKGROUND AND OBJECTIVES 11 2.1 General Inception mission background 11 2.2 Objectives of the mission 11 2.3 Parties and partners involved 11 3 IMPLEMENTATION OF THE INCEPTION MISSION 12 3.1 The mission team 12 3.2 Methodology and approach 12 3.3 Implementation of the inception mission 13 4 ASSESSMENT OF THE TARGET GROUPS 18 4.1 Background on the target groups 18 4.2 General assessment of the target groups 19 4.2.1 Special assessment of the Top Leadership 21 Programme 4.2.2 Special assessment of the Senior Leadership 22 Programme 4.2.3 Special assessment of the Emergent Leaders 22 Programme 5 TRAINING CONCEPT, METHODOLOGIES AND 24 CONTENTS 5.1 Training modules and training schedule 24 5.2 Training methodologies 28 6 TRAINING MATERIAL 31 7 TIME SCHEDULING 34 8 COACHING AND MENTORING OPTIONS 36 9 DATA BASE ADVICE 38 10 IDENTIFICATION OF LOCAL PARTNERS 40 11 VENUE 42 12 CONCLUSIONS AND OPEN QUESTIONS 43 Report: Inception Mission 3 ANNEXES Annex 1 - 15: Protocols Annex 16: Minutes of Meetings Annex 17: Proposal MoU Annex 18: Proposal Application Form and CV Annex 19 Final Presentation Inception Phase Report: Inception Mission 4 ABBREVIATIONS APPLICATIO APPLICATIO Training & Management GmbH BRD Bureau for Reconstruction & Development CBG Capacity Building Group CSLP Civil Service Leadership Programme ELP Emergent Leadership Programme IARCSC Independent Administrative Reform and Civil Service Commission ICT Information and Communication Technology ILTIS ILTIS GmbH InWEnt Internationale Weiterbildung und Entwicklung gGmbH Capacity Building International, Germany MAPA Mine Action Program for Afghanistan META Monitoring, Evaluation and Training Agency MoM Minutes of Meeting MoU Memorandum of Understanding MRRD Ministry of Rural Rehabilitation and Development NPP National Priority Programme PDP Professional Development Plan PMU Project Management Unit SLP Senior Leadership Programme TLP Top Leadership Programme UNAMA United Nations Assistance Mission in Afghanistan UNDP United Nations Development Programme Report: Inception Mission 5 0 EXECUTIVE SUMMARY The InWEnt Consortium undertook an inception mission to Kabul in early December 2005 to plan the design and delivery of the training under the contract for the CSLD programme. The goal of this mission was to finalize the outline of the three training programmes, i.e. Top Leadership Programme (TLP), Senior Leadership Programme (SLP) and Emergent Leaders Programme (ELP), the methodological approach to the training, the venue for the training, the identification of local partners for the InWEnt Consortium and the general schedule for completing the design and translation of the training programmes and their delivery during 2006 – 2007. From the National Strategy of Leadership Development and the therein mentioned core competencies for leadership 5 main topics were identified as crucial for the inception period and presented to UNDP. The Consortium structured the discussions with the representatives of selected ministries around these 5 main training topics of Leadership Development: Basic office skills, Office organization, Self-management, Leadership, Strategic planning. For each of the target groups the above mentioned topics were discussed and prioritized. After the discussions, the rankings of the topics per target group were compared by the experts and put into a table showing the respective results. Based on these, a final topics ranking per target group was elaborated and taken as the basis for the curriculum to be developed. During the two-week period the two teams conducted discussions with 9 ministries at all target group levels. At least two other branches of the Civil Service Commission and 4 other institutions (UNAMA, Parliament, Attorney General, Central Bank) working in the public sector were also involved. Interviews with three potential local partners were held and one on-site visit took place. The core task of this mission was to carry out an assessment of the three target groups under this programme in order to determine what their perspective, interests and motivations are and how this programme must be prepared in order for the target groups to learn and grow in leadership awareness and skills. A total of 550 leaders will be trained through the CSLDP. The 27 ministries will nominate participants and submit a complete list to UNDP. For the selection process within the ministries, CSLD will inform the decision makers of certain criteria to be followed for the nomination process. IARCSC and UNDP will take the final decision about participants based on the list of selection criteria, such as age, grade level, and academic or professional background. The three levels of leaders to participate in the training programme are as follows: • 50 participants will be part of the Top Leadership Programme (TLP) which is geared toward the deputy ministerial level, governors in selected provinces and presidents of ministerial rank. Each ministry may nominate up to 2 participants for the TLP. Report: Inception Mission 6 • 220 participants will be selected for the Senior Leadership Programme (SLP) which addresses presidents (general directors), directors/managers of departments, deputy presidents, all with functional and/or personnel decision making authority. Each ministry may nominate up to 8 participants for the SLP. • 280 participants will be selected for the Emergent Leadership Programme (ELP) which is geared toward highly performing young specialists with a high potential to hold senior and top leadership positions in the future. Each ministry may nominate up to 10 participants for the ELP. UNDP supports the integration of women in decision making positions in ministries and encourages the participation of female leaders in the leadership programmes. UNDP also supports the development of leadership competencies of ministerial staff in the provinces. The nomination of participants from the provinces for the programme can come from line ministries and the regional offices of the Civil Service Commission. Based on the interviews the following findings hold true for all three target groups: There is a strong general interest in the programme. The targeting of three different groups is fully supported. The overall programme design is generally accepted and the main modules presented cover most of the needs in the ministries. It became obvious that a set of firm and clearly defined selection criteria will be needed. The participants should represent a suitable mix from different ministries. There was a strong interest and eagerness by women to participate in the programme. Participants from the provinces should be included in the programme, coming either from line ministries or from the provincial administration. The practice-oriented approach was highly welcomed. Concerning the time and duration of attendance there may be a problem for the senior and top level civil servants. As a result of the evaluation of all the interviews, the experts propose the following changes in the programme design: There should be a quota for women and a pilot phase during the first round to test their attendance. There should be a quota for participants from the provinces and a pilot phase during the first round to test the gaps in education and professional experience. The sequencing of the programme should be modified to include practical coaching phases at the senior and emergent leaders level. There should be a set of fixed training modules for all three target groups. Report: Inception Mission 7 The main instrument for practical impact at the participants’ workplace should be a “Professional Development Plan” for each participant at the senior and emergent leaders level. The CSC should sign a Memorandum of Understanding/Contract with each ministry about backing of participants and changes that will occur within the departments during the programme. The possibility of incorporating the country’s cultural specificities into the training should be given due consideration. Instead of site visits for all participants, the experts propose round table discussions on best practices. The TLP group focuses on the main topics “Leadership” and “Strategic Planning”. For the other three main topics the awareness will have to be created and secured by the training programme. The methodological emphasis should be on the exchange of views rather than on formal training as the latter runs the risk of not being accepted. It should be assumed that these participants will have problems to attend a course for two weeks. Therefore the sequencing of the programme should reflect that. The proposal is to have smaller groups (around 12 participants) and deliver a course consisting of 2 sessions of 3 days each (instead of 2 sessions of 2 weeks each for 50 participants). Thus the time allotted to each participant could be used more efficiently while covering the same amount of subjects. For the SLP target group the focus should lie on “Leadership” and “Strategic Planning”. The interviews made it clear that there is also a need to include the other three topics. The “average” position of the potential participants in the ministry is on the level of head of department. The practice-oriented approach was highly welcomed by the interview/discussion partners. Also, the coaching and mentoring aspect was considered as needed and useful. The experts’ proposal is that the sequencing of the programme should reflect the need of time to be allotted to practical coaching/mentoring. Therefore, an initial two- week training should be held. This should be followed by a six-week coaching phase, a one-week feedback and training course, another six-week coaching phase and a final examination and evaluation session. The focus for the ELP target group should lie on “Basic office skills”, “Office management” and “Self-management”. The target group is very large in number and highly interested. Therefore, a firm selection procedure should be established. The participants from this target group will be able to take part in the training for the foreseen duration. The practical approach was highly welcomed and the coaching regarded as needed. The sequencing will be the same as for the SLP: an initial two- week training should be followed by a six-week coaching phase, a one-week feedback and training course, another six-week coaching phase and a final examination and evaluation session. The training material will be developed in a modularized form for each of the identified training modules and its sub-modules. The training material will consist of • background material on each of the main modules • training material and presentations by the trainer / handouts for every sub- module Report: Inception Mission 8 • practical tools (samples) for each of the sub-modules to be adapted or directly used by the participants It was agreed during the inception mission that the training will have a process-oriented approach. After considering the in-depth preparation process for the training material (including translation into Dari) it seems feasible to start the actual training in April 2006. The first range of courses will be finished by the end of April so that a short adjustment/adaptation phase could be integrated before the next training stages. Report: Inception Mission 9 1 PROJECT BACKGROUND 1.1 General project information The challenge of establishing a small, modern, capable and fairly compensated and results oriented civil service in Afghanistan is a long-term process and will require several interrelated activities. In addition to the re-establishment of affordable structures, basic rules and regulations and the active recruitment of qualified individuals for key positions, there is a fundamental need to train and develop civil servants throughout the government. The public administration reform process currently pursued and envisaged by the Government indicates that the civil service is moving towards a new type, based on the tenets of new public management and a more technocratic style of government. The implementation of these reforms and the necessary changes in the values, attitudes and culture in the civil service will not be possible without making significant improvements in Civil Service leadership. In order to respond to the urgency of training and developing the Afghan Civil Service the Independent Administrative Reform and Civil Service Commission (IARCSC), as the lead government institution on public administration, has developed a Civil Service Leadership Development Strategy (“the Strategy”). This will be implemented by its Training and Development Department over the years 2005-2006. The Strategy sets out three streams of new development programmes, namely Training Programmes; Career Development Programmes; and the External Development Programmes. Upon the request of the IARCSC, UNDP supports the Training and Development Department of the Commission in designing, coordinating and managing its envisaged activities under the Strategy through the recently launched Civil Service Leadership Development Project. For this purpose a PMU is to be set up to manage the implementation process. The three training programmes offered under the Strategy are a Top Leadership Programme (TLP), a Senior Leadership Programme (SLP) and an Emergent Leaders Programme (ELP). The Top Leadership Programme will be conducted each year ahead of any other development Programmes. It will target a total of about 50 participants from key central agencies possibly covering a mix of the most senior level civil servants and political appointees such as Deputy Ministers. It will provide an opportunity to the participants to 1) work together on high-level strategic and change management issues relating to leadership and management of the Civil Service and 2) set a leadership agenda for implementing change and reform across the Civil Service. It will also cover key competencies related to leading change, strategizing and policy advising. The Senior Leadership Programme will be offered to 210 senior civil servants. It is aimed at those members of the target group just below the most senior level in the Civil Service (Director General, Deputy Director General etc.) The programme should Report: Inception Mission 10 be delivered 7 times over the life of the Strategy, with each programme taking 4 weeks and having approximately 30 participants. It has the objective to develop the leadership and management competencies required by senior civil servants to successfully support change and reform in the Civil Service and will focus in particular on competencies related to leading change, to managing performance and on cultivating effective working relationships. The training programme should be practical and include case studies and experiential learning. The Emergent Leaders Programme will be delivered to 240 senior civil servants with high potential for advancement into Grade 2 level. It should be delivered eight times over the life of the Strategy with each programme taking 4 weeks and having approximately 30 participants. The coursework would cover all five core competency units outlined in the Strategy. The coursework would be delivered in two parts each of two weeks, with an intervening break of three months during which the participants would undertake an action-learning project back in their ministry on a reform related matter with ongoing coaching support provided by local providers, before the last two weeks of coursework. 1.2 Objectives of the programme The objective of the Strategy is to improve the leadership capability of senior civil servants. This will be achieved through the opportunities that senior civil servants will now have to participate in the new development programmes that are to be made available under the Strategy. Thus, senior civil servants will be able to give much greater attention to building up their leadership and management competencies. The objective is to improve thereby the personal contribution and performance of senior civil servants in the work of ministries and agencies and, over time, to enhance the performance of the Civil Service as a whole. In addition, the development of individual civil servants with high potential for being promoted to senior civil service positions will increase the pool of competent and qualified senior personnel available and ready to compete for appointment to a senior position in the Civil Service. For this purpose, over 2006-2007, the Strategy will provide at least 550 senior civil servants with a minimum of four weeks training as well as access to other development programmes that will offer opportunities for mentoring, networking and overseas training and study. Report: Inception Mission 11 2 INCEPTION MISSION BACKGROUND AND OBJECTIVES 2.1 General inception mission background The InWEnt Consortium, having won the UNDP contract for the design and delivery of the CSLD programme undertook an inception mission to Kabul in early December 2005 (5 Dec. until 17 Dec.) to plan the design and delivery of the training under the contract. For the preparation the InWEnt Consortium was provided with various documents and briefings on the CSLD programme including the Project Addendum, the public administration glossary, etc. 2.2 Objectives of the mission The goal of this mission was to finalize the outline of the three training programmes, i.e. Top Leadership Programme (TLP), Senior Leadership Programme (SLP) and Emergent Leaders Programme (ELP), define the methodological approach to the training, assist UNDP in selecting the venue for the training, the identification of local partners for the InWEnt Consortium and the general schedule for completing the design and translation of the training programmes and their delivery during 2006 – 2007. The tasks of the inception mission included: • Assessment of the target groups for TLP, SLP & ELP • Formulation of a methodological approach and programme design for TLP, SLP & ELP • Formulation of the coaching/mentoring options and strategy for the CSLD • CSLD Data Base Advice • Advice on the venue selection • Advice on the selection of local partner(s) for the Consortium • The preparation of a plan for the design and delivery of the three training programmes 2.3 Parties and partners involved On the side of the donors and beneficiaries there are two groups involved. The Core group consisting of the Civil Service Commission (CSC) and UNDP: Dr. Hamidzada (CSC), Stephan Massing (UNDP), Bob Boase (UNDP), Marina Walter (UNDP), Ahmad Rasikh (UNDP). And the wider Stakeholder Group: Dr. Hamidzada, Stephan Massing, Bob Boase, Marina Walter, Ahmad Rasikh, Ahmad Jamshed, Frydoon Shairzay, Mr. Wahedi, Mr. Zahir, Mr. Basheer Noormal (HR & Policy Dept. Head of IARCSC), DFID and World Bank. Report: Inception Mission 12 3 IMPLEMENTATION OF THE INCEPTION MISSION 3.1 The mission team On the donor side, the UNDP/CSLD-Team (Mrs. Marina Walter, Mr. Bob Boase and Mr. Ahmad Rasikh) was involved in the preparation and guidance of the expert team. On the side of the beneficiaries, IARCSC (Mr. Hamidzada) was involved for reporting and feedback from the experts. The InWEnt Consortium was represented by the team leader (Mr. Reimut Düring) and two representatives from ILTIS (Mr. Thomas Helle) and APPLICATIO Training and Management (Mr. Thorsten Trede) as consortium members. The experts assigned to the inception mission were Mr. O.J. Krueck, Mr. Alexander Woelfle and Mr. Ulf Amman. 3.2 Methodology and approach The inception mission was implemented as follows: From the National Strategy of Leadership Development and the therein mentioned core competencies for leadership 5 main topics were identified as crucial for the training programme and presented to UNDP. The Consortium structured the discussions with the representatives of selected ministries around these 5 main training topics of Leadership Development: • Basic office skills • Office organization • Self-management • Leadership • Strategic planning For each of the target groups the above main topics were discussed and prioritized. After the discussions, the rankings of the topics per target group were compared by the experts and put into a table showing the respective results. Based on these, a final topics ranking per target group was elaborated and taken as the basis for the curriculum to be developed. The three experts and the team leader were working in two teams of two persons each. During the two-week period the two teams conducted discussions with 9 ministries at all target group levels. The aim was to get direct information as well as first-hand experience of the status quo regarding the three different target groups. At least two other branches of the Civil Service Committee and 4 other institutions (UNAMA, Parliament, Attorney General, Central Bank) working in the public sector were also involved. Interviews with three potential local partners were held and one on-site visit took place. Report: Inception Mission 13 3.3 Implementation of the inception mission The inception mission was implemented with a total of 11 working days during the period from 5 Dec. until 17 Dec., 2005. The members of the inception mission of the CSLD Consortium were divided into Team A and Team B. For each team a UNDP vehicle, a driver, and an interpreter was made available. A daily direction briefing with UNDP/CSLD and a reporting session was held. The scheduling and logistics was done by UNDP/CSLD. The teams were accompanied by the UNDP/CSLD staff. The work schedule was as follows: Report: Inception Mission 14 Monday, 5/12- Thursday, 8/12 Mo, 5/12 Tue, 6/12 Wed, 7/12 Thu, 8/12 All Morning: 8:00-8:30 am Debriefing at CSLD project 8:00-8:30 am Debriefing at CSLD project 8:00-8:3 am Debriefing at CSLD project Arrival InWEent team, settling 8:30-11:00am Kick-off meeting with core group. 10:00 – 12:00 am Team A, Ministry of Justice. Venue: 9.00-10:00 am Team A, Ministry of Urban in, accommodation, logistics Venue: CLSD project . Participants: All core group Ministry’s conference room. Participants: Sayed Development & Housing. Venue: Ministry’s (Meeting with Dr. Hamidzada), all experts. Mohammad Hashimi, Administrative director; Abdul conference room, senior staff meeting. Qader Adalatkhwa, Director of Central Rights; Sayed Participants: Eng. Ibrahim, Director General Mohammad Amin Arif, Director of Government Cases; Planning); Eng. Latifi, Chief of Staff; Eng. Mohammadi Sharifi, Director of Internal Inspection. Dehyar, Director National Codes and Focal person: Sayed Mohammad Hashimi Standards. Focal person: Eng. Latifi 10.00-11:00 am Team A, Ministry of Urban Development & Housing. Venue: Ministry’s conference room, mid level staff meeting. Participants: Farid Ahmad, Head of Personnel Unit; Architect Fatima, Head of Architecture 11:00 – 12:00 am PRR Briefing. Venue: CSLD. 9:00-11/11:30am Team B, Ministry for the Disabled. Unit; Laila, Director Costing of Planning Participants: All experts Venue: Ministry’s conference room. Participants: Directorate. Focal person: Eng. Latifi TBC. Focal person: Seraj, National Advisor to the Minister 9:00-11/11:30am Team B, Parliament Secretariat. Venue: Parliament House, Talaare Wolesi Jirga, next to the Ministry of Commerce. Participants: Mr. Malwan; Mr. Atifi, Director of HR. Focal person: Mr. Malwan 12:00 –1:30 Lunch 12:00 –1:30 Lunch 12:00-1:30 Lunch 12:00 –1:30 Lunch 1:30-3:30 pm Meeting 2:00-4:30 Team A 2:00-4:00 pm Team A, Ministry of Rural and 2:00-4:30 pm Internal Experts Meeting UNDP/CLSD project staff. Rehabilitation Development. Venue: Eng. Saleem’s Venue: CLSD project. Office. Participants: Eng. Waheed, Mr. Mushref, Mr. Participants: CSLD staff, all 1:30-3:00 pm Team B, UNAMA Provincial Office. Ziauddin, Mr. Sayed, Rahima, Shekiba. Focal person: experts Venue: UNAMA Compound B, Provincial Office. Eng. Saleem Participants: Johanna Klinge + 2 national training staff. Topic: UNAMA Training Programme for 4:00-5:30 pm German provincial civil servants. Focal person: Johanna 1:00-2:00 pm Team B, Ministry of Commerce. Venue: Embassy: Klinge Sultana Parvanta’s Office. Participants: Mr. Meeting: BMZ, UNDP, InWEnt Nooristani, Mr. Saed, Mr. Munir, Mr. Wardak and Ms. 4:30-6:00 pm Meeting with Dr. Hamidzada. Sultana Parvanta Venue: CSLD project. Participants: all experts 5:00-6:00 pm Internal Experts Meeting 5:00-6:00 pm Internal Experts Meeting 5:00-6:00 pm Internal Experts Meeting Report: Inception Mission 15 Friday, 9/12- Sunday, 11/12 Fri, 9/12 Sat, 10/12 Sun, 11/12 8:00-8:30 am Debriefing at CSLD project 8:00-8:30 am Debriefing at CSLD project 8:00-8.30 am Debriefing at CSLD project Internal Experts Meeting 8:30-11:30 am, Inception Interim meeting with core group. 8:30-9:30 am Team A, Ministry of Finance. Venue: Budget Venue: CLSD project. Participants: all team members, CLSD Department/UNDP Consultants Office. Participants: Ahmad project, UNDP Jawaid, Attaullah Asim, Saleem Kundozi 9:30-12:00 am Team A, Ministry of Finance. Venue: Administration Deputy Minister Office. Participants: A group of 4 emergent leaders. Participants: Administration Deputy Minister, Yunus Malikzada, Administration General Director. 9:00-11:00 am Team B, IARCSC Kabul Provincial Office Meeting. Venue: Abdul Rasheed Janbaaz Office (Secretariat of IARCSD). Participants: Abdul Rasheed Janbaaz, Director of provincial relations and Ali Bawar 12:00 –1:30 Lunch 12:00 –1:30 Lunch 12:00 –1:30 Lunch Internal Experts Meeting 3:30-5:00 pm All Team, META. Venue: CSLD meeting room. 1:30-3:00 pm Team A, Attorney General’s Office, Venue: Focal person: Abdul Ghani Asalati ,Director of META Attorney General’s office. Participants: Alhaj Abdul Mahmood Daqiq, the Attorney General; Fazil Ahmad Faqiryar, Mohammad Ishaq Alako, Kalimullah Malekzai, Enayatullah Kamal, Mohammad Zahir Wazirabadi, Mariam Jan Focal person: Mariam 2:00-3:30 pm All Team, BRD (Bureau for Reconstruction & 1:30 – 3:00 pm Team B, Ministry of Public Health (Bob). Development) Meeting. Venue: CSLD meeting room. Contact person: Dr. Noormal GD, 2 meetings; senior staff and Participants: Dr. Ibneamin, BRD Director; Dr. Fazel Subhaan, junior staff Project Manager; Focal person: Dr. Ibneamin Report: Inception Mission 16 Monday, 12/12- Wednesday, 14/12 Mo, 12/12 Tue, 13/12 Wed, 14/12 8:00-8:30 am Debriefing at CSLD project 8:00-8:30 am Debriefing at CSLD project 8:00-8:30 am Debriefing at CSLD project 10:00 – 12:00 am Team A, Demobilization & Reintegration 10:00-12:00 am Team B, META. Venue: Management Commission Meeting. Venue: conference room of DRC. Academy, Technical Training Center, Next to Banayee Participants: Dr. A.B Mehraban, Head of the secretariat; Mr Presidency, Jalalabad Road. Participants: Abdul Ghani Zada Bakhdi Bayk Ajmal Ayaan (Capacity Building Unit) Asalati, Director; Mr. Satari and other 3 trainers. 1:00-2:00 pm Team B, UNAMA, Special Advisor Eckhard Schieweck. Venue: UNAMA Compound B, Provincial Office. Participants: Eckhard Schieweck. Focal person: E. Schieweck 12:00 -1:30 Lunch 12:00 –1:30 Lunch 12:00 –1:30 Lunch 2:00-4:00 pm Mr. Sher Shah Khan at Central Bank (National 1:30-3:00 pm Team A, Ministry of Justice. Venue: conference 2:00-4:00 pm Organizational meeting: Logistics, Finance, Bank) of Afghanistan. The training center is behind the main room. Participants: Sayed Mohammad Hashimi, Administrative details. Participants: Reimut Duering, Marina building. Participants: Sher Shah, Reimut Duering, Bob Administrative Director; Sayed Mohammad Amin Arif, Director Ulf Boase, Peter Reed of Government Cases; Mohammadi Sharifi, Director of Internal Inspection; Fakhria Assad, UNDP Specialist. Focal person: Sayed Mohammad Hashimi 4:00 – 5:30 pm Team A, Ministry of Women Affairs. Venue: 2:00-3:00 pm Database discussion. Venue CSLD Ministry of Women Affairs, Office of the Deputy Minister Mazari Participants: Marina Walter, Ulf Amman Fazah. Participants: Deputy Minister, several Heads of Departments Report: Inception Mission 17 Thursday, 15/12- Saturday, 17/12 Thu, 15/12 Fri, 16/12 Sat, 17/12 8:00-8:30 am Debriefing at CSLD project 8:00-8:30 am Debriefing at CSLD project 8:00-8:30 Debriefing at CSLD project 9:00-11:00 am Team A, IARCSC (Independent Administrative Internal Experts Meeting 9:00-11:00 am Stakeholder Meeting with Reform & Civil Service Commission). Venue: Training & presentation of results, findings, example Development Department library room. Participants: Mr. modules. Venue: Training & Development large Baizayee, Mr. Hotak, Eng. Omar Mujadidi, Mr. Rahimi, conference room. Participants: Stakeholder Mr.Fraidoon Shirzai group, all experts 9:00-11:00 am Team B, Ministry of Environment. Venue: Ministry of Environment, NEPA library. Participants: 9:00- 10:00 am Top/Senior Leaders; 10:00-11:00 am Junior leaders 12-1.30 Lunch 12:00 – 1:30 Lunch 2:00-4:00 pm Core group meets to prepare final presentation. Internal Experts Meeting 11:00 am-2:00 pm Evaluation with CSLD Venue: CLSD project . Participants: CSLD staff, all experts project/UNDP: next steps, deadlines etc. Venue: CLSD project. Participants: CSLD staff, all experts Afternoon: Departure Experts Report: Inception Mission 18 4 ASSESSMENT OF THE TARGET GROUPS 4.1 Background on the target groups The core task of this mission was to carry out an assessment of the three target groups under this programme in order to determine their perspective, interests and motivations and how this programme must be cast in order for the target groups to learn and grow in leadership awareness and skills. The assessment of the target groups is also supposed to determine what methodologies will be most effective for the training. It is expected that there will be some overlap among the three target groups but there will also be differences, e.g. the ELP group will be younger, better educated and more open to new concepts and ways of managing than will the other two groups. The assessment combined a short desk review, briefing through UNDP and in-situ interviews with selected members of the target groups. The assessment included also interviews with the main stakeholders and took into account the extensive gaps in competency that were identified. Top-Leadership Programme The TLP group holds the most senior civil servant posts in the system, i.e. deputy ministers and their equivalents as well as deputy governors at the provincial level. This group is entitled to participate on the basis of their position so there will be little or no ‘selection’ of participants, unlike the SLP and the ELP where more applicants than training slots are likely to be available and therefore a selection may be necessary. Most of these individuals are ‘survivors’ of twenty-five years of war and conflict. They have been formed through adversity and most have a limited and outdated formal education. A small minority in this group have not come up through the ranks but have been put into these posts recently because they are either overseas Afghans or foreign educated Afghans. So this group is not homogeneous. Senior Leadership Programme The SLP group is similar to the TLP one in the sense that most are likely to be long- term career civil servants although they may be younger and will generally possess more formal education than the TLP participants, having therefore a greater capacity to learn than the ‘survivors’ in the latter group. The fact that the CSLD will be able to screen and select participants means that it can ensure at least some degree of homogeneity in this group. The training approach with this group should be collegial while the theme would be one of ‘learning more about leadership’ so as to be able to assume top leadership posts. Report: Inception Mission 19 Emergent Leaders Programme The ELP group may be the ‘best’ group in terms of their learning capacity because they will be younger, better educated and not so set in their ways as the other two groups. Also, selection for this group can be more demanding since the pool of candidates is larger than the other two groups. This means that the training to be carried out can address a homogeneous class with reasonably high basic learning capacity and high motivation to learn. It should be noted that there are plans by the Afghan Government to mount a management trainee programme and that the best candidates from the ELP would be selected for the long-term management trainee programme so this would provide a strong incentive for these individuals to perform well during their ELP training. The training approach with this group would be more of the traditional ‘teacher-student’ kind with the teacher ‘stretching the minds’ of the students to expose them to new concepts and practices with as many exercises as possible for the students. 4.2 General assessment of the target groups A total of 550 leaders will be trained through the CSLD. The 27 ministries will nominate participants and submit a complete list of nominees to UNDP. For the selection process within the ministries, CSLD will inform the decision makers of certain criteria to be followed for the nomination process. IARCSC and UNDP will take the final decision about participants based on the list of selection criteria, such as age, grade level, and academic or professional background. The three levels of leaders to participate in the training programme are as follows: • 50 participants will be part of the Top Leadership Programme (TLP) which is geared toward the deputy ministerial level, governors in selected provinces and presidents of ministerial rank. Each ministry can have up to 2 participants for the TLP. • 220 participants will be selected for the Senior Leadership Programme (SLP) which addresses presidents (general directors), directors / managers of departments, deputy presidents, all with functional and / or personnel decision making authority. Each ministry can have up to 8 participants for the SLP. • 280 participants will be selected for the Emergent Leadership Programme (ELP) which is geared toward highly performing young specialists with a high potential to hold senior and top leadership positions in the future. Each ministry can have up to 10 participants for the ELP. UNDP supports the integration of women in decision making positions in ministries and encourages the participation of female leaders in the leadership programmes. Therefore, each ministry should nominate the following number of female participants as part of their total allocated contingent: • 4 female candidates (from altogether 16 nominees) from each ministry should be nominated for the Senior Leadership Programme (SLP). Report: Inception Mission 20 • 6 female candidates (from altogether 20 nominees) from each ministry should be nominated for the Emergent Leadership Programme (ELP). UNDP supports the development of leadership competencies of ministerial staff in the provinces and will finance their participation and transport cost. Therefore, each ministry should nominate the following number of provincial participants as part of their total allocated contingent: • 4 provincial candidates (from altogether 16 nominees) from each ministry should be nominated for the Senior Leadership Programme (SLP). • 6 provincial candidates (from altogether 20 nominees) from each ministry should be nominated for the Emergent Leadership Programme (ELP). The nomination of participants from the provinces for the programme can come from line ministries and the regional offices of the Civil Service Commission. The following findings hold true for all three target groups based on the findings during the interviews with the ministries: There is a strong general interest in the programme. In all ministries there was a broad and enthusiastic response to the programme. The need was clearly acknowledged. Also, the targeting of three different groups is fully supported. There were some difficulties with the emergent leaders target group. “High potential” was not a known expression. After an explanation, however, all discussion partners seemed to have understood the concept behind this target group. The overall programme design is generally accepted and the main modules presented covered most of the needs in the ministries. In almost all of the ministries there was a demand for “sector”-specific subjects (e.g. health, environment, urban planning, etc.). The experts made it clear that the aim of the programme is to focus on leadership issues in all of the Afghan ministries. It became obvious that a set of firm and clearly defined selection criteria will be needed. Most of the ministries were not aware that this programme has been designed for all of the ministries and therefore participation possibilities are limited. The participants should represent a suitable mix from different ministries. The talks that the team experts held with women within the ministries showed that there was a strong interest and eagerness on the part of the latter to participate in the programme. Participants from the provinces should be included in the programme, coming either from line ministries or from the provincial administration. There may be differences in education between the participants, but that should not prevent mixed groups. The target groups will not be homogenous. The practice-oriented approach was highly welcomed. Report: Inception Mission 21 Concerning the time and duration of attendance there may be a problem for the senior and top level civil servants. As a result of the evaluation of all the interviews, the experts propose the following changes in the programme design: There should be a quota for women and a pilot phase during the first round to assess their attendance. There should also be a quota for participants from the provinces and a pilot phase during the first round to learn more about the differences in education and professional experience compared to the participants from Kabul. The sequencing of the programme should be modified to include practical coaching phases at the senior and emergent leaders level. There should be a clearly defined set of training modules for all three target groups. The main instrument to achieve direct and practical impact at the participants´ workplace should be a “Professional Development Plan” for each participant at the senior and emergent leaders level. The CSC should sign a Memorandum of Understanding/Contract with each ministry about backing of participants and changes that will occur within the departments during the programme. The possibility of incorporating the country’s cultural specificities into the training should be given due consideration. Instead of site visits for all participants, the experts propose round table discussions on best practices with specially invited speakers (local leaders). 4.2.1 Special assessment of the Top Leadership Programme After the interviews in the ministries, the findings of the experts for the Top Leadership target group are: This group’s priorities focus on the main topics “Leadership” and “Strategic Planning”. For the other three main topics the awareness will have to be created and secured by the training programme. The methodological emphasis should be on the exchange of views rather than on formal training as the latter runs the risk of not being accepted. It should be assumed that these participants will have problems to attend a course for two weeks. The proposals of the experts for this target group are: The target group should mainly receive some form of indirect training, e.g. a moderated exchange of views (yet covering all the relevant topics). The sequencing of the programme should be adjusted to the time constraints of this target group. Report: Inception Mission 22 Top Leadership Programme (TLP) 50 Participants in total / 2 from each Ministry 6 days: 3 days 3 days It is proposed to have smaller groups (around 12 participants) and deliver a course consisting of 2 sessions of 3 days each (instead of 2 sessions of 2 weeks each for 50 participants). Thus the time allotted to each participant could be used more efficiently while covering the same subjects. (note: after the inception mission the Afghan side decided to deliver the TLP training in two blocks of two weeks) 4.2.2 Special assessment of the Senior Leadership Programme For the target group of the Senior Leaders, the focus should lie on “Leadership” and “Strategic Planning”. The interviews made clear that there is also a need to include the other three topics. The “average” position of the potential participants in the ministry is on the level of head of department. It was mentioned that the participants may have problems to attend a training for a whole day. The practice-oriented approach was highly welcomed by the interview/discussion partners. Also, the coaching and mentoring aspect was considered as needed and useful. The experts’ proposal is that the sequencing of the programme should reflect the need of time to be allotted to practical coaching/mentoring. Therefore, an initial two- week training should be held. This should be followed by a six-week coaching phase, a one- week feedback and training course, another six-week coaching phase and a final examination and evaluation session. Senior Leadership Programme (SLP) 220 Participants in total / 8 from each Ministry, 2 from the provinces, 1 woman 4 weeks: Coaching Coaching 2 weeks 6 weeks 1 week 6 weeks 1 week Concerning the selection criteria for this target group, the age criterion (up to 45 years) may prove not to be feasible and should be reconsidered. 4.2.3 Special assessment of the Emergent Leaders Programme The focus for this target group should lie on “Basic office skills”, “Office management” and “Self-management”. The target group is very large in number and highly interested. Therefore, a firm selection procedure should be established. Within the ministries the term “high-potential staff” encountered considerable lack of understanding. The participants from this target group will be able to take part in the training for the foreseen Report: Inception Mission 23 duration. The practical approach was highly welcomed and the coaching regarded as needed. The experts propose that the sequencing of the programme should reflect the need of time to be allocated to practical coaching/mentoring. Emergent Leadership Programme (ELP) 280 Participants in total / 10 from each Ministry, 3 from the provinces, 2 women 4 weeks: Coaching Coaching 2 weeks 6 weeks 1 week 6 weeks 1 week Concerning the selection criteria for this target group, the age criteria should be fixed between 25 and 35 years to avoid having young “fresh” civil servants with no professional experience coming directly from high school. Report: Inception Mission 24 5 TRAINING CONCEPT, METHODOLOGIES AND CONTENTS The training has been designed to achieve the following training outcomes for all training streams: • enhanced understanding & commitment to Afghan Government’s agenda for development and the role of the civil service toward this end and the PRR process and the senior officials’ role & responsibility; • enhanced competency in leading the process of change and reform of ministries, agencies and provincial administrations; • enhanced leadership confidence and skills for managing one’s own performance; • enhanced leadership skills in leading and motivating others to change and to perform; • enhanced strategic thinking and powers of analysis as well as communication and listening skills. The Leadership Training should lead to practical results. The participants will be encouraged to transfer and implement the newly gained knowledge into their own work within their own spheres of influence. To enable them to implement changes and new ideas, the training will provide them with all necessary basics and instruments. Thus the whole training concept has to be very practice-oriented. The emphasis should and will be put on practical instruments for the participants which will assist them when trying to achieve perceptible results on the job. For details on the training programmes for the three target groups and on how the modules developed will be used throughout the training sessions, please refer to the curricula developed for ELP, SLP and TLP 5.1 Training modules and training schedule During the inception mission the InWEnt Consortium discussed the training needs and special interests of the potential participants/the target group with numerous interview partners. Five main topics – developed from the National Strategy of Leadership Development and the therein mentioned core competencies for leadership - were discussed, namely Basic office skills, Office organization, Self-management, Leadership, Strategic planning. As a result of the interviews and the ranking of the topics as well as additional input from the interview partners finally 7 modules with between 5 and 7 sub-modules each have been developed to meet the training needs and demand of the target group The whole training programme is based on the assumption, that all three target groups will be treated as leaders, and will thus need the same training modules, however in different durations, depths and with different training methods to be used during conduction of the training sessions. The following training modules have been identified and agreed upon with UNDP: Report: Inception Mission 25 Fig. 1 Training Topics Leadership Concepts Leadership Techniques Error! Work Organization Change Management Participants Human Resources Management Communication MDG, Gender, Strategic Planning Civil Service Law, Corruption The Cross-cutting Topics, namely Gender, Millennium Development Goals, Afghan Civil Service Law and Corruption will be included in the training either by making use of case studies or by inviting local and/or UNDP experts. The training modules are outlined in detail in the curricula developed for the training, however, a brief overview should be given here as well: The Concept of Leadership - What characterizes a Good Leader? The objective of the topic is to create awareness amongst the participants for the role of leaders and for leadership. The participants will be enabled to understand the importance of leadership for the future of an organization (the ministry). The participants will practically analyze their own role as a leader or future leader, analyze their own behavior and performance (SWOT), define their future leadership orientation (task orientation, staff orientation or customer orientation), assess their own department or ministry and identify problems in terms of leadership. Finally they will develop models to increase the performance of their staff. This topic will be delivered to all target groups with a special focus on the TLP group. Report: Inception Mission 26 Leadership Techniques - Essential Tools for Leaders The objective of the topic is to give participants a set of practical tools at hand for the daily use as leaders. Participants will be enabled to use these tools to increase their performance. The participants will understand different management approaches and will be able to define the right approach in their department. During the training participants will practically define targets for their department, draft a motivation system for their staff and – if applicable – discuss whether a coaching and/or mentoring model for their ministry and/or department would be an option This topic will be delivered to all target groups with a special focus on the SLP group and is regarded essential for the future development of the ministries. Communication Techniques – How to Make Others Understand The objective of the module is to enable participants to effectively communicate within their ministry and externally. It seems to be essential to practically train especially participants of SLP and ELP in communication techniques. As for the SLP group the focus will be more on negotiation and moderation, while for the ELP group the training will focus on presentation. Special emphasis is put on internal office communication, where participants will practically develop models for regular staff meetings etc. to share information. As for the TLP group the topic should be mentioned and discussed, however the practical use of communication techniques will not be trained as much in depth as with the other two groups. Change Management – Getting People Involved The objective of the training is to give the participants tools and methods as well as models at hand to effectively implement changes (based on their professional development plans and/or other needs of change) within their institution. Taking into account that almost all people – and this holds true also in institutions in Afghanistan – are afraid of changes, it seems to be essential to practically assist participants to achieve their goals. Participants will be enabled to analyze organizations, identify needs for change, plan, implement and monitor change processes. Participants – especially of the ELP group, but also from the SLP group – will practically use change management tools such as mental maps, analyzing tools and planning tools. Strategic Planning – Strategies for Success The topic aims at enabling participants especially of the TLP and SLP group to strategically plan the future. Report: Inception Mission 27 Participants will be introduced to tools to analyze their organization and models of strategic planning. They will be enabled to act in future strategically instead of tactically and will practically develop a SWOT analysis of their department/ministry, a Vision and Mission statement as well as a master plan model. Last but not least they will be enabled to do financial planning and assess stakeholder expectations and to act accordingly. If possible this topic should be introduced on the background of real strategic plans from Afghan institutions as “best practice” examples. Human Resource Management – Right People in the Right Job The overall objective of the module is to create awareness for the importance of human resources for the development of an institution. This module is of equal importance to ELP and SLP participants - although they will not in all cases be responsible for Human Resource Management. They practically develop their own job description and models for job-descriptions for their staff members, they will develop a CV (which is almost unknown in Afghanistan) and draft an organization plan which will enable them to understand responsibilities, possibilities of delegation and methods of motivating people. The TLP group will especially be introduced to the importance of leadership in human resource development and their role as leaders in the development of human resources within their ministries. Office Organization – How to Practically Organize Work in a Public Administration This module aims at giving participants (esp. of the ELP) practically assistance and tools at hand to organize their daily work and increase their performance. They will be introduced to tools and models to be used on a daily basis such as reporting forms, model memos and minutes of meeting, diaries etc. Participants will practically develop a draft file system to be used in future, develop to-do and checklists for their daily work and models for memos and minutes of meeting, agendas and reports to be introduced on the workplace. Cross-cutting Topics In addition to the leadership topics identified during the Inception Mission, the following topics will be part of the training • Corruption • Gender • Millennium Development Goals (MDG) • Afghan Civil Service Law The participants will be introduced to these important topics in order to create awareness for these subjects and their roles as leaders. The topics will either be Report: Inception Mission 28 included in the training by means of case studies or by speeches and discussions with Afghan leaders being experts for these subjects. The Consortium will consider them also during delivery of many of the other topics. This ensures that the participants create ownership for the topics. The training modules and their sub-modules allow the development of target-group oriented training programmes. At the same time it is ensured that all three training programmes are based on the same core curriculum. 5.2 Training methodologies As already stated the training will be conducted highly interactive, highly participant and target-group oriented as well as practice oriented. Also the special afghan context will be considered throughout the whole training. The following training methods will be used during the training sessions: Tab. 1: Training Methods to be Used Method (alphabetically) ELP SLP TLP Best practice samples X X X Case studies X X X Coaching X X -- Group work X X X Open discussions X X X Presentations by international trainers X X X Presentations by local leaders X X X Presentations by participants X X X Role plays X X -- Round tables with invited experts X X X (Source: Consortium, Inception Mission findings, 12/2005) During the two coaching phases the local trainers will assist the participants and coach them on the job. The local trainers will inter alia visit each participant at least once per phase to support them in implementing their professional development plan. In addition to participant-oriented, practice-oriented and interactive training implementation, the following major training methodologies and principles will be used and are outlined in the following, i.e. • Professional development plan • Coaching • Visibility of Results • Enabling Local trainers Report: Inception Mission 29 Professional Development Plan (PDP) The Professional Development Plan is a tool that will be used throughout the whole training programme. Each participant will – with the assistance of the trainers (international and local) - elaborate his individual professional development plan based on the newly gained knowledge. Participants will identify needs for change in their institution and develop a detailed plan for implementation. Although the PDP might include several positions the training programme and especially the implementation and coaching phase should concentrate on only one task with an A-priority for the participant to ensure that the practical result is achieved. During the two implementation and coaching phases of the training programme – between the workshop sessions – participants will, with the assistance of the local trainers, further develop their plans and be encouraged to implement the plan in their institution. This ensures practical results as well as the use of the tools introduced during the training. Coaching It has been agreed that a coaching by external local experts and trainers from the local partners selected for the training programme of the SLP and ELP participants is the best option. Participants will be coached during the implementation and coaching phases between the workshops by the local trainers. For more details please refer to Chap. 8 ”Coaching and mentoring options”. Visibility of results A central question from the didactic point of view is: how do leaders and the staff of the ministries notice that changes have taken place? To achieve practical results and make the process of change visible within the ministries and for all participant as well as non-participants in the ministries, visualization of the outcomes of the training are important. Both the visualization of planned changes and the execution of symbolic actions by the leaders are important. Therefore results should be visualized – as much as possible – in a suitable form and be visible in the respective work place. In addition participants (esp. from TLP and SLP) are asked to act symbolically (example: a kick-off meeting with the staff to announce upcoming changes or newly introduced regular meetings). Enabling local trainers / dissemination through participants To ensure sustainability of the programme local trainers will be trained during the programme and will thus be enabled to conduct the training or parts/modules of Report: Inception Mission 30 the training programme themselves in future. In addition interested participants will be enabled to train and/or inform others on the gained knowledge The local trainers will actively participate in the training sessions. By doing so they will gain new knowledge and will be introduced to the training methods of the international trainers. Throughout the training programme the local trainers will support the adaptation of the training material and their active participation will increase. Finally they will conduct parts of the training themselves in later phases of the programme in order to increase the performance as trainers. In addition they will be responsible for the coaching of the participants during the implementation and coaching phases (see above). In order to facilitate the dissemination of the acquired knowledge and instruments by interested participants a pedagogic-didactical component will be added to the training material. Together with each instrument, short instructions should explain how this instrument can be used and how participants could introduce others to the tools (staff members, leaders). For more details on training material please refer to Chap. 6. “Training material”. The participants will be tested (with a multiple-choice questionnaire) at the beginning of the training and at the end to examine their gained knowledge. Report: Inception Mission 31 6 TRAINING MATERIAL The training material to be developed aims at assisting the participants and the trainers during the training session and will in addition give participants the chance to work with the material after having finalized the training. The training material will be developed in a modularized form for each of the identified training modules and its sub-modules. The training material will consist of • background material on each of the main modules • training material and presentations by the trainer / handouts for every sub- module • practical tools (samples) for each of the sub-modules to be adapted or directly used by the participants The background material will consist of text and graphic building the background information and theory on each module. The background information for all modules together can be regarded as a basic handbook on the given topics, while the training material will be more practice oriented and will mainly consist of PowerPoint Presentations with additional explanatory notes. These will be used throughout the training by the trainer to visualize training contents, give examples and introduce participants to theory, tools, case studies etc. The presentations/handouts will ensure that all trainers conduct the same training on the same level. These presentation will be adapted if applicable after the first training round to possibly newly identified needs of the participants The practical tools and samples of tools can either directly be used by the trainees during the training or afterwards and/or will be adapted to their individual needs during the training itself. These practical tools will e.g. be • sample job-descriptions • sample checklists and diaries • sample memos, reports etc. • blank SWOT, stakeholder expectation matrix etc. • sample, blank master plan and professional development plan etc. All participants will be handed over a file for and with the training material. Two options are possible with regard to this file: (a) All participants will receive all training material in the file on the first day of training. (b) Participants will receive the file with basic material which will then be updated and added on during the training according to the training schedule. Option (a) has the advantage that it will be much easier in terms of organization and that no problems will occur regarding printing and copying of material. For the TLP Report: Inception Mission 32 group this will be the only option, as all material should be handed out to the participants because not all subjects will be covered during the training. Option (b) has the advantage that participants will not be able to read about single topics in advance and will concentrate on the training itself. Furthermore participants will not recognize that they receive different training according to their target group, which will reduce discussion on topics not covered or covered only briefly. To this end it is planned to start with the first option with regard to SLP and ELP and – if problems arise – change to the other option for the second run of the training. No matter when the file is filled, it will contain several sections to sort the training material. These are planned as follows: A GENERAL INFORMATION • Background on the programme • Time Schedule • List of participants • Background on UNDP in Afghanistan • Introduction of the trainers (international and locals) • Contact addresses B PROFESSIONAL DEVELOPMENT PLAN C PERSONAL RESULTS AND TOOLS D MODULE 1 • Module background • Training Material / Presentation / Handouts • Tools E -K MODULE 2 - 7 L CROSS-CUTTING TOPICS M LITERATURE AND REFERENCES The background material will inform the participants on all necessary issues of the training and will promote UNDP amongst the group of participants. It will enable the participants to contact UNDP and the local trainers at any time and inter alia contain the programme brochure etc. The section “professional development plan” is foreseen to hold the plan of each participant and his individual notes and remarks as well as reporting on the plan and its implementation. Report: Inception Mission 33 The result of the training, i.e. the adapted tools and practical instruments the participant will use in future as well as the posters developed for himself can be stored in the according section. This ensures that the participants distinguish between sample and models and their own results and can refer to their won results at any time (e.g. the vision they have developed for themselves or their SWOT analysis). The Section for the training modules will hold the above mentioned background material and instruments as well as presentations, while additional literature and resources can be added at the end of the file. Report: Inception Mission 34 7 TIME SCHEDULING To accompany the development process in the Afghan Civil Service, the three leader programmes will have the following divided modules with enough time in between for practical application of the training contents: • Top Leadership Programme (TLP): 6-day programme (3 days + 3 days). (note: TLP schedule has been altered. See page 22) • Senior Leadership Programme (SLP): 4-week programme (2 weeks + 1 week + 1 week). • Emergent Leadership Programme (ELP): 4-week programme (2 weeks + 1 week + 1 week). Coaching should be part of the training programme. The training delivery for 2006 should be sequenced as follows: Total Target group No. Quota Training delivery (in weeks) TLP Deputy ministers, 2-3 None First 6 months break Second 50 presidencies Module Module (ministerial rank), 3 days 3 days governors SLP Presidents, 8 - 10 Women: 2 2 6 1 6 1 110 directors / Provinces: weeks weeks week weeks week managers 2 training break train. break train. ELP High potentials / 10 - 12 Women 3 2 6 1 6 1 140 future leaders Provinces: weeks weeks week weeks week 3 training break train. break train. At the Top level there will be 4 groups (max. 12-13 participants each) with a training of two times 3 days. At the Senior level there will be 4 groups (max. 27-28 participants each) with a training of altogether 4 weeks. At the Emergent level there will be 4 groups (max. 35 participants each) with a training of altogether 4 weeks. The composition of the groups should stay the same throughout the duration of the programme. The same delivery format of the training programme is planned for 2007 (with the exception of the TLP which will be implemented fully in 2006). Report: Inception Mission 35 The timetable of activities reflects the results of the interviews and the discussion with UNDP/CSLD. After considering the in-depth preparation process for the training material (including translation into Dari) it seems feasible to start the actual training in April 2006. The first range of courses will be finished by the end of April so that a short adjustment/adaptation phase could be integrated before the next training stages. We tried to have not more than two courses run parallel. Curriculum vitae 8 COACHING AND MENTORING OPTIONS The Civil Service Leadership Development Programme (CSLD) aims at delivering training to and upgrading the knowledge of civil servants. The objective of the CSLD inception mission was an appraisal of options for coaching and/or mentoring elements for participants of the SLP and ELP. In turn, the aim was to describe how the programme should and will integrate elements of coaching and/or mentoring in training modules. In-depth discussions led to the following results regarding the understanding of coaching and mentoring: (a) Coaching Personal coaching is a relationship which is designed and defined in a relationship agreement between the client and the coach. It is based on the client's expressed interests, goals, and objectives. Personal coaching is a process of learning in which the personal coach uses reflection, requests, and discussion to help the client to identify personal and/or business goals, develop strategies and action plans intended to achieve such goals. The coach provides a place for the client to be held accountable by monitoring the client's progress towards implementation of the action plans. The client is responsible for his or her own achievements and success, and the coach cannot and does not promise that the client will take any specific action or attain specific goals. A coach is an external specialist, giving advise and assisting the participants or one individual participant of the SLP and ELP group. (b) Mentoring A mentor is a trusted friend, counselor and teacher, usually a more experienced person within the organization of an employee. In most cases newcomers – called protégés - are paired with more experienced people for a certain period of time to provide good examples and advice as they advance. As for the CSLD, a mentor is a person from within the organization of the participants being in a higher position and/or more experienced and giving advice, assisting and protecting the participant. Page 36 Curriculum vitae This leads to different options for the coaching/mentoring approach within the CSLD programme: • Participants from TLP could be motivated to become mentors for ELP/SLP participants (mentoring) • Participants of ELP and/or SLP would be motivated to find a suitable mentor form the rank of TLP / SLP for their professional and personal development. • Participants of ELP and/or SLP would possibly be coached by local trainers after they have attended the training modules themselves To install a professional mentoring system within the organizations is not the prime focus of the CSLD at this early stage of the programme (pilot programme) and should only be introduced as a suitable instrument for organizational development. It has been agreed that the best option would be to take advantage of coaching by external local experts and trainers from the local partners selected for the training programme of the SLP and ELP participants. These local trainers and experts from the local partner(s) will be available during the whole programme. They will enjoy intense training and will have gained additional knowledge regarding the topics of the training and coaching during the training. They also get a special preparation and instruments for their tasks from the international experts. The coaching option includes that local trainers participate in all training modules (with increasing active participation during the session) and will be available while the professional development plans (PDP) are agreed upon. The coaches will then, during the practical phases of the training (six weeks each between the training sessions), assist the participants in implementing their PDP and will at least visit every participant once at his/her workplace to discuss problems and jointly discuss solutions. The coach can either assist each individual participant or organize group session for each ministry. This will depend on the number of coaches being included in the programme. Well before the next training session, the coach will report to the internal trainer to enable him/her to include the discussed problems and possible solution in the workshop session. This model has the advantages that additional input to the participants is possible. In addition the local partners will be enabled to offer coaching as an additional service in future, ensuring sustainability of the model and being a capacity building element within the programme. Page 37 Curriculum vitae 9 DATA BASE ADVICE While the CSLD Data Base was not the responsibility of the InWEnt Consortium, it was expected that the Consortium would advise on this important component. UNDP was seeking advice on training information which should go into the data base - such as evaluation/assessment measures - to determine the overall success of the programme and how this information can be integrated into the existing training data base During the inception mission it has been discussed which data should be kept in such a database, whether the existing database could be used and if so how and finally how a new database could be developed. It has been agreed, that a database should foremost be used to make information about the participants available for the trainers and the programme management. Other information such as resource management (rooms, trainers, schedules, participants and groups) where regarded as less important for the time being. It has thus been discussed and agreed, that a new database should be developed, due to the fact that the existing one might be too large and might not make available the information that are of foremost importance to the CSLD. It has been agreed that the main functions should be • Information storage • Documentation • Information trigger to the participants (information and invitations) and trainers (information and instructions) • Support in the resources organization The database should therefore store the following information: • Participants’ main data • Bio data of participants • CV data – most of all training data • Department, participant’s function in the organization • Trainer comments on the participant (information exchange between co-trainer, trainer, replacement trainer, project leader...) • Attendance of the participants at the training sessions • Possibly PDP contents and agreements, fulfillment patterns and comments (documentation and information exchange between trainer, co-trainer, replacement trainer, project leader) • Seminar group management • Arrangement of participants into seminar groups • Assignment of a group ID to identify clearly and to be used in resources management • Available trainers, assignment to seminar groups The database would then be a valuable tool to ensure the information flow between the trainers, the trainers and the local trainers as well as the Consortium and the programme management and would enable all parties involved to evaluate participants’ performance (certification) Page 38 Curriculum vitae It has furthermore been discussed which software solution to use. As a result it has been agreed that a professional database software (e.g. Access) does not seem to be the best option. Although such a software would offer a full solution, it will hardly be possible to adapt the database in later stages without the assistance of a database expert. It is therefore proposed to develop a solution based on Microsoft Excel, especially as Excel tables can easily be adapted and changed and information can be exported to e.g. Microsoft Word. Fix. 2: Database structure Page 39 Curriculum vitae 10 IDENTIFICATION OF LOCAL PARTNERS General assessment of local partners During the inception mission three local institutions presented themselves as potential partners for the training programme. Bureau for Reconstruction & Development (BRD) “The Bureau for Reconstruction and Development (BRD) is a registered Afghan humanitarian, non-profit non-government agency which implements and co-ordinates development projects and supporting the process of development of a strong, viable and pluralistic civil society Civic Education, Civil Society Trainings, Human rights and Peace Education and supporting the process of capacity building of the government staff by provision of civil service trainings and Rule of law training in post-constitution Afghanistan.” (www.brd.org.af) It was founded 2002/03 to develop Civil Society and Human Rights. During the Afghan presidential and parliamentary elections they were very active within the provinces with a management training programme sponsored by the Afghan Government and DFID from United Kingdom. They trained altogether 159 participants from various district administrations in six-day courses. Their trainers are experienced with different training methodologies. During their training in the provinces one of the problems they faced was the translation of expressions from English into Dari. So BRD elaborated a glossary English/Dari for administrative expressions. They have four trainers on a permanent basis. In case of need they work together with the University of Kabul and the Academy of Sciences for additional trainers. Monitoring, Evaluation and Training Agency (META) META is responsible for monitoring and evaluating mine action operations in the field, training mine action staff, and reporting to MAPA. META conducted demining-related training courses attended by mine action personnel. In addition, META conducted middle management training courses attended by staff members from various demining organizations. This included middle management training courses conducted in collaboration with Cranfield University from London. META was founded 1998. Altogether 230 people are working with META in different teams. There are 4 trainers within their Management Academy. Besides over 1500 courses in demining they have 2 courses per year in Management Training (Basic, Middle Management and Special courses). The Management Training is financed by Cranfield University London. With a decline of demining training courses until 2007 they want to build up more management courses in the field of financial management and IT related management to be offered for participants from the Afghan Government and Civil Service. META has its own training premises. Page 40 Curriculum vitae Mediothek of Afghanistan e.V. “The Mediothek of Afghanistan promotes democracy and peace building from below. Its projects are based on the premises that democracy and peace are complex cultural processes that do not end with elections and peace accords. The organization works on the local level in five provinces of Afghanistan.” (www.mediothek.org.af) Mediothek has six community centers in the provinces of Nangarhar, Khost, Wardak, Kabul, and Kunduz. Their programmes include cultural events, civic education workshops, and regular courses in arts (music, theater, etc.) and educational fields such as Internet and English. The community centers act as support centers for other civil society organizations. To them they offer workshop and office space, consultancy, capacity building, technical infrastructure, and their social network. The educational programmes of the Mediothek raise people's awareness about issues such as human rights, the functioning of democratic institutions, and conflict resolution. Mediothek's approach is informed by modern concepts of peace building, by traditional Afghan methods of conflict resolution and participation as well as by a deep understanding of the cultural and psychological effects of the war in the specific Afghan context. In Kabul Mediothek has ten trainers on a permanent basis. A Pashto dictionary (compilation of the data is derived from 19 Pashto, Farsi, Dari, Russian, English and 69 other different dictionaries) has been printed and recompiled by Mediothek. (note: after completion of the inception mission Mediothek announced that they would not have the necessary capacity available in Kabul to support this project) As a result from the interviews and from personal appearance the best impression was made by META and it would be the first choice as a partner. From the three presented local institutions we would propose to try to work with META. It is also recommended that only one organization should be chosen at this stage of the programme. Further talks have to be made between META and UNDP. They have to prove that the following preconditions could be fulfilled: the availability of at least two trainers during the whole programme the trainers should not be changed throughout the programme the profile of trainers: they should have training experience and be fluent in English language The tasks of the local partner: to attend the training during the programme modules to assist with the adjustment of training material they should be able to coach the participants within the ministries incl. reporting they should act in close cooperation with international trainers they should increase their active assistance in the training during the programme The selection and the contracting of the local partner will be undertaken by the UNDP/CSLD. Page 41 Curriculum vitae During the Inception mission, the Consortium had a clear impression on the training departments goals and vision. On one hand, the UNDP programme within the IARCSC will bring leadership changes to Afghan leaders within the civil service. On the other hand an EU programme for the Capacity Building Group (CBG) has the goal of capacity building for trainings within the civil service. We would recommend to consider the possibility to combine the two programmes and (perhaps additionally) include these local trainers from CBG, because the leadership programme will need to have 4 to 6 local trainers. If it would be possible to include them on a longer-term basis into the whole project, the trainers could enhance the CBG`s capacity in a good and urgently needed way and could increase the core competence of the training department! 11 VENUE During the inception mission there was no opportunity to visit some potential training venues. The selection of venues will be undertaken by the UNDP/CSLD. From the Consortium point of view during the selection procedure it should be considered that the venue should provide the following at least two rooms for app. 35 participants at least two additional rooms for group works secure power supply seminar tables and chairs flip-chart, pin boards, screen heater, fan projector rest-rooms catering, coffee/tea break Page 42 Curriculum vitae 12 CONCLUSIONS AND OPEN QUESTIONS After the fruitful discussions with the ministries and stakeholders we achieved a lot of results concerning the preparation of the programme described above. But also there were open questions left we will have to deal with during preparation phase and during delivering of the programme: Can contract workers of the ministries be included to the programme? A certain number of well educated very active workers in the ministries are working on a contract basis. They can contribute to the necessary changes in the ministries. It is not clear if they are eligible to take part in the programme. Are Deputy Ministers going to participate and where ? The experts got a lot of remarks that the deputy ministers and top level civil servants do not have the time to take part in a continuous training over one to two weeks. Even if they are coming they would be very busy and not staying (especially in Kabul). Will the local coaches be accepted in the ministries ? The concept for the SLP and ELP programme bases in part on two a very practice-oriented implementation phases. The participants should be coached by local trainers at their workplace. Because this is a new concept we cannot assume at this stage that the local trainers will be accepted within the ministries. Does the age criteria meet reality ? Most of the potential participants and discussion partners for the SLP were over the age of 50. If the selection criteria of age 45 and younger is fixed we are not sure that we will get the right participants (leaders and decision makers) into the programme. Selection and number of local trainers ? After the interviews with potential local partner organizations it is still unclear if it is possible to identify local trainers with the required skills and have a sufficient number for the training and coaching phases. All this questions have to be answered during the preparation phase in close cooperation between the Consortium and UNDP/CSLD and other stakeholders. The proposed concept will be flexible enough to deal with the possible answers and the Consortium will be ready to adapt and adjust the programme during the process of delivery. Page 43 Curriculum vitae ANNEXES Annex 1 - 15: Protocols Annex 16: Minutes of Meetings Annex 17: Proposal MoU Annex 18: Proposal Application Form and CV Annex 19 Final Presentation Inception Phase Page 44 Curriculum vitae ANNEX 1-15 Minutes of the meeting Ministry UNAMA Provincial Office Date: 06.12.2005 Address: UNAMA Compound B, Kabul Phone: Fax: e-mail: Dialog Johanna Klinge and two national training staff members Partners: Business Cards Presentation Mrs. Klinge and two national training staff members presented their experiences in the Afghan provinces. They conducted a 7 weeks training for members of the provincial civil service. According to their experience, they had to much topics, such as Communication or Organization. A lot of different trainings have been provided to the people in the provinces, more or less the most training needs deal with basic needs. The local training staff members regarded in the case of training a follow up as most needed, to ensure some practical outcome of the training. They complained about the people and their punctuality (Absentees). Their recommendation was, that the training for provincial people should be held in Kabul, but under the strong pressure from the ministries, to take part continuously and on time. Background: each ministry has its own staff in the provinces. The people are not well trained, and they have no real responsibilities at the moment. The most important person seems to be the governor. The deputy governors seem not to have any decision rights. One should focus on the Secretariat of Development and the chiefs of administration. Maybe including the heads of the land departments. They suggested, to take part in a one day excursion into the provinces, to get a better understanding of the present situation. The realization will depend on security issues. Conclusions drawn by experts From our point of understanding, there seems to be a great gap between the provincial people and those from Kabul ministries. The main problem is, that most of the provincial people do not have a real responsibility. At the moment, we could not decide, whether it is good, to do trainings in one seminar for both groups of people. For the people of the provinces the language should be simple. Besides this, the structure in the provinces is very complex. Each ministry has its own staff working in the provinces and besides this, the strong governor has also the governmental service at its disposal. Page 45 Curriculum vitae Conclusions drawn by experts Priority Topic Remark Master Plan Leadership Personal Organization Office Organization Basic Office Skills Team work Other topics TLP (Top-Leadership) Other topics SLP (Senior-Leadership) Other topics ELP (Emergent-Leaders) Minutes of the meeting Ministry Ministry of Justice (MoJ) Date: 07.12.2005 / 13.12.2005 Address: Pashtunistan Watt Kabul Phone: 079-436 009 Fax: e-mail: firstname.lastname@example.org Discussion Partners: Sayed Muhammad Hashimi, President of Administration Muhammadi Sharifi, President of Internal Audit and Control Sayed Muhammad Amin Arif, President of Government Cases Mrs. Fakhria Assad, Snr International Development Specialist Khizra Baizayee, Legal President of Kabul Province Business Cards [Attach] Page 46 Curriculum vitae Minutes of Meeting The discussion partners explained that the civil service sector is currently suffering in regard to available suitable manpower as a result of the many years of armed conflict in the country. Moreover, in the provinces many administrative leaders are actually uneducated war lords now in charge of crucial posts. A similar assessment has been provided for many ministers and their deputy level. The head of the HR department has a very good understanding of modern management and leadership. He differentiates 3 skills (technical, interpersonal and strategic) which every manager should possess. It was suggested to include elements of Afghan religion and culture into the training programme to bridge training content and local culture. The discussion partners fully subscribe to the presented list of competencies required for effective and efficient leadership. Regarding women, the ministry has not a large number of women in leading positions but has established good working relationships and aims at improving them further. In the opinion of the discussion partners the focus should be set on the SLP/ELP not on TLP for they are on political positions. The discussion partners seemed to have a good understanding of required hierarchies in organizations coupled with the requirements of delegation, transparency and trust. Conclusions drawn by experts The ministry will be a responsive project partner, supporting the training and the participants. The head of the HR department is an experienced and knowledgeable man who could serve as focal person. Prioritization Topics (ranked) TLP (Top-Leadership) Remarks 1 Strategic planning Analyzing 2 Leadership skills 3 Basic office skills Should be aware of possibilities SLP (Senior-Leadership) 1 Office organization 2 Leadership skills 3 Self-management Page 47 Curriculum vitae 4 Basic office skills 5 Strategic planning ELP (Emergent-Leaders) 1 Basic office skills 2 Self-management 3 Office organization Management in General 3 Leadership skills Management in General 3 Strategic planning Management in General Additional Topics to be implemented (ranked) Priority Topic Remark Delegation and Transparency Time Management Respect and Motivation Gender Decision-making and Reporting Minutes of the meeting Ministry Ministry of Martyrs and Disabled Date: 06.12.2005 Address: Next to Ministry of Public Works Old Macrorayon, Kabul Phone: 079 241 624 Fax: e-mail: N. Fahim.Kabul@yahoo.com Discussion Mr. Najibullah Fahim, Deputy Minister Partners: General Director Business Cards Minutes of Meeting The ministry has not got any training yet. The deputy minister regards the topics “leadership” and “management” as a mixture between art and science. The problem is also that the leading civil servants have no time for training. The division of tasks is not clear between the ministries of the Afghan government. There are no strategies. Training might be possible on Thursdays. Maybe also heads of departments could attend 4 days a week. The Minister of his ministry has three deputies. Within the ministry there are 10 grades of rank. The education of the leading people is either high school diploma or bachelor degree. Page 48 Curriculum vitae Minutes of Meeting First entry is between rank 10 to 9. After two years rank 8. After six to seven years rank 3 to 2. After fifteen years one could reach rank 2. The ministry has 1567 employees within 12 departments. In all of the 34 provinces they have directors. Conclusions drawn by experts The discussion partners have not been prepared for the discussion. Both of them would like to attend the training. The term emergent leaders is not clear. It is understood as young who are entering the civil service. Priority Topic Remark Other topics TLP (Top-Leadership) 1 Master Plan needed 2 Leadership needed Personal Organization Office Organization Basic Office Skills Other topics SLP (Senior-Leadership) 1 Master Plan needed 2 Leadership needed Personal Organization 3 Office Organization needed Basic Office Skills Other topics ELP (Emergent-Leaders) Master Plan Leadership 2 Personal Organization needed Office Organization 1 Basic Office Skills needed Minutes of the meeting Ministry Ministry of Rural Rehabilitation and Development (MRRD) Date: 07.12.2005 Page 49 Curriculum vitae Address: Shah Mahmoud Ghazi Watt Kabul Phone: 020-210 0481 Fax: - e-mail: email@example.com Discussion Partners: Shekiba Hajizad, General Director of Technology & Information Rahima Hafizi, Procurement Department Officer Homa Bakhshi, PMO Assistant Mushref Agha, Head of Water Supply Section of WATSAN Eng Muhammad Wahid Nabiyar, Director of WATSAN Business Cards [Attach] Minutes of Meeting A group of 3 women and 2 men of the ELP level with good English skills presented a well-balanced understanding of leadership and management. Strategic planning is understood as the first and most important activity. However, basic technical and office skills are desired also for TLP and SLP level to improve their understanding of the activities of the subordinates. The participation of women leaders, even as part of a residency program, seems to be no problem, as long as logistics are considered (picking up children from kindergarten). Conclusions drawn by experts The ministry is well prepared and eager to participate in the program. The number and quality of female leaders (ELP level) is according to the expectations of CSLD. Prioritization Topics (ranked) TLP (Top Leadership) Remarks 1 Leadership skills 2 Strategic planning 3 Self-management SLP (Senior Leadership) 1 Self-management 2 Office organization 3 Leadership skills 4 Strategic planning 5 Basic office skills Page 50 Curriculum vitae ELP (Emergent Leaders) 1 Basic office skills 2 Personal organization 3 Office organization 4 Leadership skills 5 Strategic planning Additional Topics to be implemented (ranked) Priority Topic Remark Process-Management Teambuilding Job description Leaders as role-models Monitoring Change management Minutes of the meeting Ministry Ministry of Commerce Date: 07.12.2005 Address: Phone: Fax: e-mail: Dialog Mrs. Sultana Parvanda, Advisor Partners: Mr. Haqiqi, Advisor Mr. Bahir, Head of Department Transport and Border Management Mr. Nooristani, Chief Administrator Mr. Munir, Dep. Export Promotion Department and Foreign Trade Mr. Wardak, Head of Department Export Promotion and Foreign Trade Business Cards Presentation After the preliminary introduction of the attending persons, UNDP presented shortly the program. The consortium presented the main topics. Mrs. Parvanda opened the discussion with the participants. The goal of the ministry is the economical expansion. Therefore a prioritising is needed. This focus of the ministry should be for the next two years. For the education of the civil servants a long term foundation building is needed. The employees should be trained within the national education system from the scratch (school, literacy, university etc.) Page 51 Curriculum vitae Presentation As a proposal for the CSLD programme the participants should be divided into two groups. One group consisting of elder civil servants with professional experience. The other group should be the new generation of civil servants. The Civil Service Law has not been implemented in the ministry yet. Therefore the training programme should have a clear working plan which reflects the aimed changes in public administration. One participant stated that the programme is not needed in the ministry. Either the target group is qualified or it lacks the preconditions for participation. The two advisors to the Minister of Commerce made it clear that they think that the programme is needed for all three target groups. The main items should be time management and other management topics. The programme should start basic. Out of the experiences from the last years there should be no “slide reading” from high paid international experts. The training should be very practical and focussing on application. One of the major problems of the ministry is illiteracy of the people working in the departments. Conclusions drawn by experts There were a lot of political statements from the participants critical with the civil service law and not focussing on the CSLD programme. The participants obviously were not prepared to deal or to discuss the presented main topics in detail. Minutes of the meeting Ministry Ministry of Urban Development and Housing Date: 08.12.2005 Address: Macrorayon 3, Kabul Phone: 079 349 089 Fax: e-mail: firstname.lastname@example.org Dialog Meeting 1: Partners: Eng. Abdul Hasib Latifi (Director General/Administration) Eng. Ibrahim (Director of planning) Dr. Khaled Nehmat (Advisor) Meeting 2: Eng. Homeira (Technical Head) Eng. Leila (Assessment’ Department’s General Director) N.N. Business Cards [Attach] Presentation Page 52 Curriculum vitae Presentation The Director General presented the situation of the ministry. The ministry is involved in the PRR process and hoping completing it soon. It is working under the National Strategy for the Urban sector. The strategy has two goals: 1. Restructuring of the ministry 2. Capacity Building There are a great number problems the ministry is facing concerning leadership. He described some examples from his daily work as a chief of staff. The people in the three sub-departments he is in charge of are not educated and could not follow a result orientated work flow. He considered the program as a useful measure for capacity building in the ministry and to assist the ongoing restructuring process. The presented main topics of the program reflect the needs of the ministry. The required leadership skills do not exist in the departments. In his opinion on the Top Level strategic thinking and strategy development is needed most. The two deputy ministers are currently not able to support the minister in formulating needed strategies. On the senior level there are many employees in leading positions which are older and it would be difficult to change them. Therefore the program should be focussing on the younger ones. From 10 directors only 2 have good knowledge in leadership. The others are quite well educated (masters, doctorate degrees) but need to adjust to the actual requirements. One should make sure that the curriculum for the program will cover the needs of the ministry and is accepted by the senior participants. For the emergent leaders (heads of units) the main need is communication and communication skills. As important topics for the ministry he mentioned: 1. Reporting / Filing system 2. Project management 3. Strategy development The program should reflect following expectations on the components: Top level: exchange of views (100%) Senior level: exchange of views and training components (50%/50%) Emergent leaders: training components (100%) The main problem for the phase of implementation will be the required equipment which is missing in the ministry. Also the old public administration structures will prohibit changes. The new law on public administration is not in effect. Concerning the location it is suggested that the program should take place outside from Kabul (at least for the senior and top level). The general director stated that any mentoring or coaching program is useful and would meet the expectations of the employees of the ministry, because in this case they are considering themselves as equal experts and not ranked civil servants. The following discussion with three heads of departments over the presented topics resulted in additional information. For the Top level the ranking of the topics should be as follows: Master Plan, Leadership, Office Organisation, Basic Office Skills and Personal Organisation Skills. For the senior level it should be Office Organisation, Personal Organisation, Basic Office Skills, Leadership. For the emergent leaders intensive training in Basic Office Skills, Office Organisation and Personal Organisation. The daily duration should be not longer than a half day. The participants need time to do their jobs and have other obligations and courses. Page 53 Curriculum vitae Presentation Concerning the involvement of participants from the provinces they informed that the employees there have no leading functions. Their tasks are in the monitoring field. Conclusions drawn by experts The discussion partners were well prepared and knowing the needs of the ministry concerning leadership training. They were well educated and speaking very openly. The ministry seems to be very interested in taking part in the programme. Difficulties could arise with the expectations of participants concerning the time they have to spend for training. Most of the employees are pure technicians and therefore not typical civil servants. The employees in the provinces could be neglected in the selection process because they have no leading function. Priority Topic Remark Masterplan Leadership Personal Organisation Office Organization Basic Office Skills Leading Change Managing own performance Cultivating good relationship Achieving results Shaping strategic thinking Other topics TLP (Top-Leadership) On the level of TLP it’s the best way to teach the skills in the way of discussion and dialog. To brief the TLP Basic in office skills we should use only 2 hours as a refreshment of the facts. Regarding Office organisation we have forseen 4 or 5 hours to get it in more detail. Even for TLP the programme should realized abroad of Kabul, due to disturbance of the office environment. Other topics SLP (Senior-Leadership) Communication Describe a model how they should make their job. Solving Problems in a team, create a atmosphere as a team. Page 54 Curriculum vitae Other topics ELP (Emergent-Leaders) Communication Minutes of the meeting Ministry Parliament Secretariat Afghan National Assembly Date: 08.12.2005 / 29.12.05 Address: Parliament Compound, Darulaman Road, Next to Ministry of Commerce Phone: Mobil: 070212048 Fax: - e-mail: email@example.com Discussion Partners: Muhammad Kazim Malwan, Deputy Secretary General Shah Sultan Akifi, Director General of Human Resources 2nd Meeting with 20 Civil Servants Business Cards [Attach] Minutes of Meeting The newly installed Parliament Secretariat is in countdown to start the first Afghan National Assembly on 18th of December. At the moment 276 civil servants are working in 8 departments under 16 top-leader. It seems that the hierarchy in this very special civil service unit is “up-leveled” regarding other units like ministries. So e.g. the Presidencies of the Secretariat are settled on the level of Deputy Ministers. In the first meeting there was a clear demand to be involved in this training programme. In the 2nd meeting with over 20 Civil Servants of the secretariat the programme was presented in general and the planned modules in detail. It was clearly stated that there should be NO differences in the seminar content of SLP and ELP for actually the SL have less knowledge than the ELP. The practice orientated approach with coaching during the sequences was very welcomed. Conclusions drawn by experts Besides the special function of this very special civil service unit there is a high interest and support for this programme and the content planned. Page 55 Curriculum vitae Prioritization Topics (ranked) TLP (Top Leadership) Remarks SLP (Senior Leadership) 1 Management in general 2 Basic office skills Draw up and using Templates 3 Communication Skills Presentation 4 Strategic planning Masterplan 5 Self-Management Time Management ELP (Emergent Leaders) 1 Management in general 2 Basic office skills Draw up and using Templates 3 Communication Skills Presentation 4 Strategic planning Masterplan 5 Self-Management Time Management Additional Topics to be implemented (ranked) Priority Topic Remark Minutes of the meeting Ministry Ministry of Finance Date: 11.12.2005 Address: Pashtunistan Watt Phone: 079 326 372 Fax: - e-mail: firstname.lastname@example.org Discussion Top leaders Partners: Mr. Samadi, Deputy Minister of Administration M’d Yunus Malikzada, General Director of Administration Bismillah Kammawie, General Director of Customs M’d Mustafa Mastoor, Director General of Budget M’d Agha, Deputy Director General of Treasury Business Cards attach Minutes of Meeting The Deputy Minister and Senior Leaders welcome the CSLD training programme. Based on the previous experiences with staff training all discussion partners strengthened the continued need for leadership training. They came up with several specific demands for the curriculum (see below). These Page 56 Curriculum vitae Minutes of Meeting ideas where discussed also under the question “what should the participants bring back from the training”. For the TLP and SLP it was suggested to have morning classes only, since they still need to attend to their usual daily work. The ELP can take place full-day and over a longer period of time (2 weeks). In a longer discussion between the senior staff and the Deputy Minister (sic!) it was stated, that a separation of the training groups by languages seems to be not useful for this could be demotivating for participants (good in administration/bad in language) although a pure English training may be more effective for those which are more fluid in that language. Conclusions drawn by experts The MoF seems to be very supportive of this programme and also welcomes the practice-oriented approach. It’s probable that the participants will afterwards train their co-workers on the training contents. It is proposed to spread the participants of the Ministry of Finance as much as possible over all training groups to serve as bench mark and motivators. Prioritization Topics ranked for TLP/SLP Priority Topic Remark 1 Strategic Management 2 Leadership Other topics TLP / SLP Analyzing and planning Facilitating and Motivation Other topics all groups 1 Delegation and Responsibility 2 Monitoring 3 Negotiating + communication 4 Transfer knowledge to co-workers 4 Conflict management Practical approaches to be implemented (ranked) Priority Approach Remark Templates with instructions Page 57 Curriculum vitae Minutes of the meeting Ministry Civil Service Commission, Regional Branch Kabul Date: 11.12.2005 Address: Prime Minister’s Compound Shah Mahmood Ghazi Watt Kabul Phone: 079 331 170 Fax: e-mail: Discussion Partners: Mr. Janbaz, Director N.N. Business Cards email@example.com Minutes of Meeting The director spoke about the UNITA-Training with a certificate and other trainings that he got in Afghanistan and abroad. The needs in Afghan public administration and especially in the provinces are Capacity Building, Leadership and Management. All the qualified people want to work in Kabul and not in the provinces. Therefore it should be a greater focus on the civil servants in the provinces. There are possibilities and infrastructure for training in the provinces but no curriculum and no trainers. He demanded the support from CSC. CSC has 7 regional offices (Herat, Jalalabad, Mazar, Kabul, Kunduz, Nangahar, Gardez). The aim is to have one training center integrated in every office. Actually all personnel data (education, age, etc.) will be collected in the administration of the provinces. A questionnaire asks for: No. of places, no. of staff, education, involvement in PRR process, gender, etc. The provinces are divided into three categories: 7 provinces category I with 55 staff within administration 10 provinces category II with 48 staff within administration 17 provinces category III with 44 staff within administration Concerning the age in the Afghan Civil Service: The age of entry for the civil service is 18 years. A civil service leader has to be older than 30 years A minister has to be over 35 years The President has to be over 40 years of age. Top Level: The governors need other knowledge than the deputy ministers from central administration. They need to know how to handle with poor educated people. After the PRR process the vice-governors will have functions of their own. They will lead their own departments and are substituting the governor. As a proposal: people from Balkh province should take part in the CSLD training, because they have already undergone the PRR process. The next province will be Herat province. Senior level: On this level the Vice-Governors, the Heads of Technical Departments, Heads of Direct Service Departments and the Heads of Second General (?) should take part in the CSLD programme. Page 58 Curriculum vitae Minutes of Meeting ELP Level: this target group should consist out of young people from the departments. The participation of women from the provinces depends on the province. From some of them (mainly cat. II and III) women will likely not to be sent to the training. From provinces cat. I there would be a greater possibility that women will be sent. A mixture of participants seems not to be a problem if the curriculum is adjusted. The governors are chosen out of political reasons and sometimes have no education. The infrastructure and equipment is different between the provinces. Conclusions drawn by experts The director was very open and welcomed the programme very much. He would like to see it happening in the provinces. He confirmed the big need for it. His institution will assist in identifying the people from the provinces Minutes of the meeting Ministry Attorney General’s Office (AGO) Date: 11.12.2005 Address: Attorney General HQ Qalai Fathullah Road Phone: 079229202 Fax: +873 763 468 836 e-mail: Mariam.firstname.lastname@example.org Discussion President of Attorney General Partners: M’d Zahir Wazirabadi, Deputy of Narcotics Cases Fazl Ahmad Faqiryar, Deputy of Monitoring of Law Application Kalimullah Malikzai, Deputy of Legal Investigations Ms Mariam, Attorney Gen UNDP Business Cards Minutes of Meeting The Attorney General’s Office (AGO) has received mostly technical / law school training in the past. General administrative training is not requested. The AGO has 4500 Employees all over Afghanistan including technical staff. The biggest problems seem to be a lack of facilities and the effective link between the provincial and the central organization. After an introduction by the President of Attorney General the meeting was moved to a separate office with three of the five Heads of Department. The CSLD did not receive an open response by the Senior Leaders. The impact of training and exchange with high level employees of other ministries was seen as “not so optimistic”. Only technical workshops with selected leaders from related Ministries such as the Ministry of Justice or the Ministry of Internal Affairs was seen as possibly useful. The inter-ministerial concept was seen as “ridiculous”. Page 59 Curriculum vitae Minutes of Meeting However they closed the meeting saying they will fully contribute and support this programme. Conclusions drawn by experts At this stage there seems to be no support for a top-down organizational development programme. The discussion partners described their organization as totally different to other civil service units in organization and human resources management. Right now, the CSLD comes too early to integrate participants from the AGO. However, two UNDP specialists have started an organizational development programme which could be linked to CSLD at a later stage. Minutes of the meeting Ministry Ministry of Public Health Date: 11.12.2005 Address: Great Masoud Avenue Kabul-Afghanistan Phone: 0093 (0) 020/2301378 Fax: e-mail: Kmd786@yahoo.com Schedule Dr. Mohammad Daim (General Director of Policy and Planning) Partners: Ms. Joyce Smith (Human Resource Devolment Advisor) Dr. Mohammad Ajabgul (Director of Education & Development) Dr. Mir Omar Massoud Atefi (Acting Director of General Administration) Dr. Bashir Noormal (Director Human Resources) Dr. Shekib (In service training coordinator) Dr. Iqbal Aman (MSH Senior Human Resource Development’s Consultant) Dr. Ghulam Sarwar Homaee (HRD Consultant) Mr. Yasin (Consultant) Business Cards Minutes of Meeting The Director General presented the situation of the ministry. The ministry is involved in the PRR process and hoping to get the approval for the first stage by the ministry advisory commission. The Ministry of Public Health and the Ministry of Agriculture are both reference institutions for implementing the PRR process. The programme should reflect following expectations on the components: We should ensure, that the people participating in the programme are “PRR’ed”, so the advantage for the members of the Ministry of Public Health will be high. Page 60 Curriculum vitae Minutes of Meeting At the moment the ministry builds up a database of all the personal data and levels of education of the staff working in the health sector. They want to be able to realize the testing of 2000 persons who are able to deliver the health service. Until today the quantity and quality of the staff is a problem. Nobody wants to work in the provinces. Especially employing female staff in the more conservative provinces will not be accepted. In the past they had some measures for the qualification of leaders. But different problems in the daily work stopped the change into practise. For example if the head of department is not being supported, there is no possibility to implement the knowledge into daily work. They think it would be positive if the structure of the programme will be divided into 3 streams for different levels of participants. They consider the programme as a useful measure for capacity building in the ministry and to assist the ongoing restructuring process. All presented main topics of the programme reflect the needs of the ministry. There are some problems the ministry is facing concerning leadership as they described some examples from their daily work. As important topics for the ministry they mentioned as needed most: 4. Communication 5. Time management 6. to define und explain processes They are aware of the necessary of a mentoring/coaching process in education of their leaders. They suggest we should specify the number of the participants coming from the provinces. They want to send especially 3 women, who are in a leading position in the provincial institutes of the ministry. It is necessary to teach all the general topics we have described. The programme would be a contribution to the implementation of the ministry’s capacity building plan. The people from the provincial institutes are not educated and could not follow a result orientated work flow. Therefore they asked for an education based on a specific health-oriented focus. For them it is very useful, that the governors will take part in the program too, due to that they often are not able to support new concepts and processes. An open question was if it is possible, that consultants who are working for the ministry can take part in the program too? Conclusions drawn by experts Opinion to the program and presented topics: positive reaction This is one ministry, which is understanding the advantages of the mixed participation and organisation of the programme. They had some qualifying measures for the leader staff in the past. It was on a dialog level based on a book titled “managers who lead – handbook to improve health services” by an american consultant company (www.msh.org) Page 61 Curriculum vitae Conclusions drawn by experts Interesting topics (ranked) Priority Topic Remark TLP: Communication Time management Delegation SLP: ELP: Other topics TLP (Top-Leadership) what to delegate to whom to delegate Other topics SLP (Senior-Leadership) what to delegate to whom to delegate Explanation of processes (especially for the people from the provinces) Other topics ELP (Emergent-Leaders) Minutes of the meeting Ministry Demobilization and Reintegration Commission (DRC) Date: 12.12.2005 Address: Vice Presidency Compound Phone: 079 937 4115 Fax: - e-mail: Discussion Partners: Dr. Mehraban, Head of DRC Secretariat Mr Zada Bakhdi Bayk, Head of Office of the VP Business Cards [Attach] Minutes of Meeting After the Soviet Union left Afghanistan in 1987, the U.S. promised to train Afghan administrators for the modernization of the administration system. For that reason a rather large group of persons had been trained in Omaha for 1 year. However, not all participants were chosen on merit basis. As a result, few of the participants had a positive professional impact on the administrative system when the returned. The situation in 2005 is as follows: after many years of neglecting the staff of administrative organizations now a lot of training (technical, managerial, leadership) are Page 62 Curriculum vitae Minutes of Meeting required to bring the civil servants and in turn the administration back on its feet. The discussion partners estimated that up to 90% of the civil servants are redundant, regarding numbers and quality. A group of seconded, donor-paid temporary staff in the ministries is running the administration to a large extent. Now, there is a conflict with the regular staff of which many are not even present. Also the seconded staff are in many cases returned Afghans who have lost their cultural touch to communicate with the regular staff in the ministries. It was strongly suggested to apply transparent selection criteria (Age, Interview, Test) for the participants and try to avoid ministerial influence as much as possible. Also it was suggested to split up the total training time in sequenced units with practical sessions in between. The discussion partners informed that lacking punctuality might create problems for the delivery of the training workshops. To enforce the commitment of the participants it was suggested to have a report card for each participant which are forwarded to the president’s office for feedback on their performance. If and when required the participants should be disciplined whenever necessary and awarded a CSLD certificate only if participation and performance had been satisfying. Conclusions drawn by experts The discussion partners are very valuable resource persons for the CSLD and should be continuously involved in the program. They even inquired about the possibility of sending staff of their commission to the training programme. Prioritization Topics (ranked) TLP (Top Leadership) Remarks 1 Strategic planning Systematic process analysis 2 Leadership Impartiality, teambuilding 3 Self-management Time management 4 Office organization Transparent processes + recording SLP (Senior Leadership) 1 Self-management Project management 2 Leadership Delegation 3 Strategic planning 4 Office organization 5 Basic office skills ELP (Emergent Leaders) 1 Basic office skills Manage Appointments Page 63 Curriculum vitae 2 Office organization 3 Self-management 4 Leadership 5 Strategic planning Minutes of the meeting Ministry Ministry of Women Affairs (MoWA) Date: 12.12.2005 Address: MoWA Beside cinema Zainab Share-Now Phone: 079 216 384 Fax: - e-mail: email@example.com Discussion Partners: Mrs Mazari Safa, Deputy Minister Tedchnical Dr Marghalarai Khara, Director of Health Glm Farooq Sawab, Director of Education and Dissemination Fulya Vekiloglu, UNDP Program Manager in support of MoWA Business Cards attach Minutes of Meeting A group of 3 women and 1 men of the TLP/SLP level with quite good English understanding skills presented a well-balanced understanding of leadership and management. Where the women especially focused on all aspects of women affairs and promotion of women and the man focused on psychological aspects of leadership The overall training programme is highly appreciated and the participation of women highly requested. Strategic planning is understood as the first and most important activity. However, other skills such as motivation, planning, policy making, time management and budgeting seem to be of importance as well. Basic technical and office skills are of interest for TLP and SLP level in brief to improve their understanding of the activities of the subordinates. Conclusions drawn by experts The ministry is well prepared and eager to participate in the program. The number and quality of female leaders (in all levels) should be increased compared with the expectations of CSLD. Additional topics might be needed such as motivation, team building, budgeting, change management, systemic thinking etc. Prioritization Topics (ranked) Page 64 Curriculum vitae TLP (Top Leadership) Remarks 1 Strategic planning In addition: 2 Leadership - psychology of leadership 2 Self-management - policy making - budgeting - change management SLP (Senior Leadership) 1 Strategic planning 2 Leadership 2 Self-management ELP (Emergent Leaders) 1 Basic office skills In addition: 2 Self-organization - gender 3 Office organization 4 Leadership 5 Strategic planning Practical approaches to be implemented (ranked) Priority Approach Remark Monitoring Conducting Meetings Teambuilding Minutes of the meeting Ministry Environment Protection Agency Date: 15.12.2005 Address: Darulaman Rd. Darulaman, Kabul Phone: Fax: e-mail: Discussion Partners: Mr. Suleiman Shah, Head of Department NEPA Head of Department Legislation Head of Department Sustainable Environment Protection and 9 representatives from the ELP target group Business Cards Minutes of Meeting After the presentation of the main topics questions of the participants were asked. They asked for the possibilities for young professionals to take part in the programme. During discussions it occurs that the term “delegation” was not known and clear. They asked also the possibilities to have more specific topics of environment protection and intergovernmental cooperation. They identified office organization and structure of organization as crucial topics, because the Agency is new in Afghanistan and has no experience. The topic is a crosscutting issue and the programme should give them an opportunity to work with other ministries. Page 65 Curriculum vitae Minutes of Meeting They proposed that the training should be held only at a single venue. Also their affiliates in the provinces should have the opportunity to take part in the programme. In each of the provinces they have an office and they have got 8 zone divisions. From the 116 employees in Kabul are 16 women. Altogether there are 400 people working in the provinces. They are working together with UNEP, Thailand, Japan, Oman, Lebanon, India. They have got training in Afghanistan and abroad. The duration of two weeks of training will be no problem for the participants. Conclusions drawn by experts The Agency of Environment Protection is a quite new institution. It seems rather well equipped. The people in the meeting seemed to be educated but with lacking knowledge about the topics. There are a lot of cooperation activities going on with foreign donors. They identified clearly their needs concerning the presented topics and added other wishes for training. Prioritization Topics (ranked) Priority Topic Remark 1 Master Plan 2 Leadership 3 Personal Organization 4 Office Organization 5 Basic Office Skills Other topics TLP (Top-Leadership) 1 Master Plan Needed + 2 Leadership Needed + Personal Organization 3 Office Organization needed 4 Basic Office Skills needed Other topics SLP (Senior-Leadership) 1 Master Plan needed 2 Leadership needed 3 Personal Organization needed Office Organization 4 Basic Office Skills Page 66 Curriculum vitae Other topics ELP (Emergent-Leaders) Master Plan Leadership 3 Personal Organization needed 2 Office Organization needed 1 Basic Office Skills needed Minutes of the meeting Ministry Da Afghanistan Bank / Central Bank Training Institute Date: 12.12.2005 Address: IMF Compound 15th street H. 144 Wazir Akber Khan, Kabul Phone: 079 145 414 Fax: e-mail: Sskhan63@yahoo.co.uk Discussion Partners: Mr. Sher Shah Khan Mrs. …, Training Director Business Cards Minutes of Meeting Peter Greed, Assessment of the Afghan Civil Service / 15 Priorities 2004 Sweden SIDA and IMF worked together to establish and support the training center of the Da Afghanistan Bank. After a training needs analysis of 20 foreign experts they build up two training schemes: - Generic Training - Job Specific Training The center just finished the Strategic Plan for 2005 – 2007. The Central Bank has undergone the PRR process and has now app. 1000 employees, from over 3000 before the process. The training center has a capacity to train 750 employees in the Generic Training scheme. 350 persons are involved in job specific trainings. The center has 25 local and a range of international trainers for their courses. They cooperate mainly with Iran, Pakistan and India and have twinning arrangements with them. The programme for 2006/07 is currently in preparation. Integrated in the programme there is a Future Leaders Initiative (for 70 – 80 persons). The contents include an individual development plan and a binding knowledge sharing after a training abroad. There is also an obligation to sign to work in the Bank for several years after they have got a training abroad. The Training Center is working with Kilpatricks 4 Levels of evaluation. Of most importance is the transfer of skills practice into and therefore a performance monitoring system should be installed. Page 67 Curriculum vitae Minutes of Meeting There is also a great need for Leadership Development in the Central Bank. The Top level civil servants should not be trained in Kabul. Within the Central Bank 70% of the employees are between 25 and 35 years old. The topics that would be needed are Strategic Planning and Management. The Central Bank has also commercial functions in the regions. Conclusions drawn by experts The Training Center seems well equipped and organized. The head is a foreign expert. The support from outside seems to be limited (the library is not functioning because of a lack of books). The discussion partners are well educated and knowing the needs of the participants from the bank. Priority Topic Remark Banking topics Strategic Planning Management Other topics TLP (Top-Leadership) Other topics SLP (Senior-Leadership) Other topics ELP (Emergent-Leaders) Page 68 Curriculum vitae DRAFT CSLD Inception Mission Strategic Discussions between UNDP and CSLD Consortium Minutes of Meetings 5, 6, 10, 14 December 2005 Participants UNDP - CSLD Marina Walter, Project Manager Bob Boase, Senior Technical Advisor Ahmad Rasikh, Training Manager Stephan Massing, Program Officer (part-time) CSLD Consortium Reimut Duering, Head of Division Eastern Europe, Middle East InWent Elyas Halimi, Project Coordinator (part-time) InWent Dr. Thomas Helle, Managing Director (part-time) Iltis Ulf Amann, Expert Iltis Sandra Holzherr, Managing Director Afghanistan (part-time) Iltis Alexander Woelfle, Expert Iltis O.J. Krueck, Senior Expert (part-time) Applicatio Thorsten Trede, Managing Director (part-time) Applicatio Logistics and security The members of the inception mission of the CSLD Consortium will be divided into Team A and Team B. For each team a UNDP vehicle, a driver, and an interpreter is available. UNDP informs that an official curfew from 9 p.m. to 6 a.m. is in effect for UNDP staff. Also UNDP security regulations advise experts to stay away from bazaars, public transport, and Jalalabad Road. Strategic orientation of the training program UNDP informs the CSLD Consortium about the Priority Restructuring and Reform (PRR) program of the World Bank as it is the major restructuring program in Afghanistan. Basis of the analysis by UNDP are several reviews of PRR during 2005. These reviews assess the PRR rather critical as the original scope of strategic ministries has been extended to all Ministries and all provinces. In turn, instead of a “deepening” of the intervention, a “widening” of the scope of the program has taken place. Instead of a selected few strategic ministries, now all ministries and all provinces are part of PRR. With the limited resources available, only selected components of the original PRR have been effected (e.g. pay increase), but without the crucial accompanying components such as setting and controlling prior performance targets, training of top leaders and HRD divisions for personnel restructuring, and alignment with the national payment scale. Page 69 Curriculum vitae UNDP CSLD is not formally linked with PRR and as such no formal part of it. However, the training of leaders and the development of leadership skills will contribute to the required abilities within the ministries to lead and manage the PRR process. The strategic orientation of the CSLD is described in the Civil Service Leadership Development Strategy of the Independent Administrative Reform and Civil Service Commission of November 2004. Also, 3 levels of leaders are identified: Top Leaders, Senior Leaders, and Emergent Leaders. In line with that strategy, the CSLD consortium will implement process-oriented training on the 3 levels of leaders across the selected ministries to enhance leadership competencies as compiled in Annex 5 of the CSLD Strategy. The core competencies have been clustered into 5 training topics (strategic management, leadership skills, self management, office organization, basic office skills) and were presented to UNDP. The priorities for each of the 3 levels of leaders will be discussed during the interviews with representatives of selected ministries during the inception mission. After presentation of the results to UNDP and their approval the identified priorities will structure the curriculum to be prepared for each level of leaders. Selection criteria for and number of participants A total of 550 leaders will be trained through the CSLD. The 28 ministries will nominate participants and submit a complete list to UNDP. For the selection process within the ministries, CSLD will inform the decision makers on certain criteria to be followed for the nomination process. IARCSC and UNDP will make the final decision of participants based on the list of selection criteria, such as age, grade level, and academic or professional background (see page 26 - 28 of the CSLD Project Addendum). The proposal for the age criteria should be maximum of 50 years for TLP and 45 years for SLP. The participants of the ELP target group should be between 25 and 35 years old. The criteria of an university degree should be proven through an examination certificate. For the participants of the ELP target group it is a minimum requirement to have a bachelors degree. The budget will be not regarded as a criteria. The involvement of contracted ministerial staff depends on nomination through the ministry and responsibility for ministerial staff. For the ELP target group the application form should contain an open question for using IT equipment at work. Firstly, the three levels of leaders to participate in the training program: • 50 participants can be part of the Top Leadership Program (TLP) which is geared toward the deputy ministerial level, governors in selected provinces and presidents of ministerial rank. Each ministry can nominate up to 2 participants for the TLP. • 220 participants can be selected for the Senior Leadership Program (SLP) which addresses, presidents (general directors), directors / managers of departments, deputy presidents, all with functional and / or personnel decision making authority. Each ministry can nominate up to 8 participants for the SLP. Page 70 Curriculum vitae • 280 participants will be selected for the Emergent Leadership Program (ELP) which is geared toward highly performing young specialists with a high potential to hold senior and top leadership positions in the future. Each ministry can nominate up to 10 participants for the ELP. Secondly, UNDP supports the integration of women in decision making positions in ministries and encourages the participation of female leaders in the leadership programs. Therefore, each ministry should nominate the following number of female participants as part of their total allocated contingent: • 4 female participants from each ministry should be nominated for the Senior Leadership Program (SLP). • 6 female participants from each ministry should be nominated for the Emergent Leadership Program (ELP). Thirdly, UNDP supports the development of leadership competencies of ministerial staff in the provinces and will finance their participation and transport cost. Therefore, each ministry should nominate the following number of provincial participants as part of their total allocated contingent: • 4 provincial participants from each ministry should be nominated for the Senior Leadership Program (SLP). • 6 provincial participants from each ministry should be nominated for the Emergent Leadership Program (ELP). The nomination of the participants from the provinces could be done from line ministries and from the regional offices of the Civil Service Commission (from provincial administration). Methodological approach and sequencing of training modules UNDP and the CSLD have discussed the methodology to deliver the training courses and clarified several items. Firstly, the training will have a process-oriented approach. As such, each training week will comprise of class sessions and on-site practical sessions at the workplaces of the participants. Secondly, to accompany the development process the three leader programs will have the following divided modules with enough time in between for practical application of the training contents: • Top Leadership Program (TLP): 6-day programme (3 days + 3 days). • Senior Leadership Program (SLP): 4-week programme (2 weeks + 1 week + 1 week). • Emergent Leadership Program (ELP): 4-week programme (2 weeks + 1 week + 1 week). Thirdly, mentoring should be a part of the training program. As such, seniors should be instructed to give selected juniors the benefit of their professional and personal experience. However, a comprehensive mentoring system cannot be installed at this stage and part of the current program. The focus of the CSLD is organizational development, not personal development. To avoid confusion, the term personal change plans will not be utilized. Instead, as indicator for the success of the training program each participant should develop (not finalize) a master plan (TLP and SLP) or a project plan (SLP and ELP). Page 71 Curriculum vitae Total no. Target group No. per org Quota Training delivery (in weeks) Second TLP Deputy ministers, presidencies (ministerial 2-3 None First 6 Module months Module 50 rank), governors - 3 days break - 3 days SLP Presidents, directors / 8 - 10 Women: 2 2 6 6 1 managers Provinces: 2 weeks weeks weeks week 110 training break break train. ELP High potentials / future 10 - 12 Women 3 2 weeks 6 weeks 1 6 week weeks 1 week leaders Provinces: 3 140 training break train. break train. On the Top level there will be 4 groups (12-13 participants each) with a training of two times 3 days. On the Senior level there will be 4 groups (27-28 participants each) with a training of altogether 4 weeks. On the Emergent level there will be 4 groups (35 participants each) with a training of altogether 4 weeks. The groups will continue in its composition throughout the duration of the programme. The same delivery of the training program is planned for 2007 (with the exception of the TLP which will be implemented fully in 2006). 5. Certificates After completion of the courses the participants will get a certificate. The precondition for this will be a continuous participation within the programme. For the TLP the certificates will be without rating. The certificates for SLP and ELP will be with a rating. The criteria are: Performance during the training Knowledge Test (End of initial seminar) Application at work The rating will be: With excellent distinction With distinction Taken part / completed the course 6. Start of the delivery of training courses Not all ministries will be invited to the program at the same time, but in a sequential manner upon decision of UNDP. For the start of the training program, up to 15 ministries will be invited to sign the Memorandum of Understanding with the CSC. UNDP has requested to start the first training courses in February 2006. To make a decision on the exact start of the training courses, the CSLD consortium will now effect the scheduled interviews with the representatives of selected ministries and afterwards discuss with UNDP the Page 72 Curriculum vitae suitability of that request. UNDP and the consortium CSLD will then jointly schedule the required preparation time of the training material. 7. Memoranda of Understanding (MoU) between IARCSC and ministries IARCSC will sign MoU with each participating ministry as basis of the implementation of the training programs to ensure the organizations’ and individual participants’ commitment. The CSLD consortium will prepare a draft version of that MoU. The MoU will be a crucial element to ensure the continuous attendance, support of the practical implementation at the workplaces, and improvement of transparency of processes. However, IARCSC, UNDP and the CSLD consortium understand that the MoU will not guarantee the desired effects of its contents. 8. Local Partners and venues From the three presented local institutions we would propose to try to work with META. It should be chosen only one organization. The consortium will provide criteria for the selection and the supporting needs during the training programme. The selection of the venues will be up to UNDP. The Consortium will give a note on the requirements and equipment. 9. Cultural and local references The consortium proposes to include cultural and local references in the programme. It will be tried to include local best practise and case studies. Page 73 Curriculum vitae OJK/rd/th - 14 Dec 2005 DRAFT Memorandum of Understanding The Ministry of ________________ and the Independent Administration Reform and Civil Service Commission (IARCSC) intend to co-operate within the Civil Service Leadership Development Programme and agree on the following. The Civil Service Leadership Development (CSLD) training and capacity building programme intends to strengthen current and selected future leaders as a way to improve performance in their organizations. For that reason training programmes will be designed targeted at levels of civil service leaders under a cross-ministerial approach, i.e. including participants from different ministries in each of the following three target groups: • Top Leadership Programme (TLP) • Senior Leadership Programme (SLP) • Emergent Leadership Programme (ELP) The training programme will be delivered with a practice-oriented approach, specific for each of the three target groups in separate workshops. The training will be delivered in an intermittent manner over the course of several weeks and complemented by monitoring and coaching of participants through national or foreign experts selected by CSLD. The Ministry of ___________________ hereby agrees to fully support the training programme by making participants available for all training workshops and committing itself to implement proposals for change from training participants. The participants will be selected by a CSC Selection Committee, based on transparent criteria. For that reason the Ministry of ____________________ is invited to nominate a total number of 3 suitable candidates for the TLP and 15 suitable candidates each for the SLP and the ELP. Out of these nominees, the CSC Selection Committee will choose the actual participants. Each of the nominated candidates will sign an individual statement, committing herself / himself to attend all training sessions continuously and reliably. With that statement the participant agrees to receive a formal CSLD training certificate only if and when he / she has attended a minimum of 90% of all training days and has executed the project work as prescribed by the trainer. The training programmes are scheduled to start early 2006 and are planned to run until December 2006 for the first group of participants. The attached documents are part of this Memorandum of Understanding. For IARCSC T+D Ministry of Dr. Hamidzada Name and title of signatory Page 74 Curriculum vitae Annex 3 Application form for the CSLD Application Form for the Civil Service Leadership Development Program (CSLD) Please send completed application form to: Independent Administrative Reform & Civil Service Commission Training & Development Department Attention: Dr. Wali Hamidzada Director of the Training & Development Department Name of Applicant Which training are you applying Top Senior Emergent for? Check one only Leadership Leadership Leaders Date of birth Gender: Current Current Current Male Grade: Ministry Position dd/mm/yy Female Have you been Number of Year of last Subject of last Duration of PRR’d years in training training last training Yes____ current No____ position _____Years Please explain why you are interested in this training: If I am selected for this programme I declare my strong commitment to actively the given instruments in my daily work ………………….…… . Signature . Page 75 Curriculum vitae CURRICULUM VITAE 1. Family name: 2. First names: 3. Date of birth: 4. Nationality: 5. Education: Institution Degree(s) or Diploma(s) obtained: [ Date from - Date to ] (please attach copy from highest) 6. Language skills: Indicate competence on a scale of 1 to 5 (1 - excellent; 5 - basic) Language Reading Speaking Writing Dari Paschto Englisch 7. Other skills: (e.g. Computer literacy, etc.) 8. Present position: 9. Years within the ministry: 10. Key qualifications: 11. Specific experience in the ministry/departure: 12. Date from - Date to Page 76 Report: Inception Mission 77 13. Professional experience Date Location Company/Ministry Position Description from - Date to 14. Other relevant information 15. Tasks and duties in present position Page 77
"REPORT Inception Mission Report Inception Mission Civil Service "