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REPORT Inception Mission Report Inception Mission Civil Service

VIEWS: 9 PAGES: 77

									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.




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                                     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.




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                                    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)


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                                    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




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                                     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.




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                                      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.


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                                       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




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                                      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.




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                               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:                fakhria.assad@undp.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]


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                                   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


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                                  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.

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                                   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


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                                     Curriculum vitae



Address:                  Shah Mahmoud Ghazi Watt
                          Kabul

Phone:                    020-210 0481
Fax:                      -
e-mail:                   info@mrrd.gov.af
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


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                                     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.)


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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:              hasiblatifi@yahoo.com
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



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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.


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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
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            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:                    akifi_shah_sultan@hotmail.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
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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:            yunus.malikzada@mof.gov.af
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
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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
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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              arianbaz@yahoo.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.


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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.alawi@undp.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”.


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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.



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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)

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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


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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

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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:                   deputy_technical1@hotmail.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
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           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.

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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
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           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.


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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
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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.




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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.



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•     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).



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                                                   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



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                                        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.




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                                         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




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                                     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                           .




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                                      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




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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




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