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Capacity Capacity Building Building and and Change Change Management Management Program Program for for the

the Ministry Ministry of of Agriculture, Agriculture, Irrigation Irrigation and and Livestock Livestock (CBCMP) (CBCMP)

Issue No.4 June 2013


Kunduz DAIL CMSs Awarded Appreciation Letters by USDA Advisors Improving MAILs Planning Aligning of Plans at Directorates Level with the MAIL and National Strategic Documents CMSs Introducing their Civil Servants Counterparts MAIL Achievements in the Context of Tokyo Mutual Accountability Framework (TMAF) Leadership Training in Malaysia CBCMP Peoples Garden CBCMP Focus on Provinces: Stories from Jawzjan and Balkh Training in Communication Directorate CBCMP Photo Story
CBCMP Peoples Garden Kunduz DAIL CMS Team with USDA Advisors

CBCMP CoP Introductory Word

Dear Colleagues, Recently there was the first Senior Officials Meeting of the Tokyo Mutual Accountability Framework (TMAF) in Kabul and H.E. Minister Rahimi chaired a panel on Aid Effectiveness. This meeting marked the one-year anniversary of the TMAF which amongst other things commits donors to putting 50 percent of their resources on-budget and aligning 80 percent of their programs with the National Priority Program framework. One statement from the report of this meeting is worth highlighting The TMAF requires a paradigm shift in the nature of partnership between the Afghan Government and the international community from that of recipient and donors to owner and partners. The CBCMP Change Management Specialists are playing a key role in helping MAIL making this transition from a recipient to an owner status. There is a huge difference between being a recipient and being an owner of something. Ownership implies responsibility and capacity. For example, a recipient could receive a vehicle as a gift but not have the capacity to drive or maintain it. On the other hand, an owner will know how to properly drive and maintain the vehicle to the benefit of everyone. H.E. Minister Rahimi's remarks to the TMAF communicated MAIL's efforts to take ownership of programs and make the transition from being a recipient. He emphasized the ongoing change management and reform process within MAIL focused on attracting, developing and retaining talent. He mentioned MAIL's efforts to work with development partners to transfer project assets, knowledge and skills within Tashkeel and the Civil Service Law limitations. H.E. explained how the paradigm shift from recipient to owner requires MAIL to include in all donor supported projects meaningful and pragmatic exit strategies that empower the Government through its own systems, while at the same time mitigating risks. Finally, H.E. highlighted the continuation and expansion of these efforts at sub-national levels as being critical and the main focus of attention. In furtherance of H.E.'s vision, CBCMP is now finalizing the hiring of CMS expanded teams in the Jawzjan, Khost, Helmand, and Takhar DAILs to expand the successful experience working in Nangarhar, Balkh, Herat, Patika, Kunduz, and Kabul DAILs. All of you CBCMP Change Management Specialists should be proud of the role you have played in helping MAIL make this shift from recipient to owner status. Brian Rudert International Executive Service Corps (IESC) Chief of Party

CBCMP Focus on Provinces

Change Management team embedded to Kunduz DAIL has been working closely with civil servants providing on-the-job coaching and mentoring, as well as tailored needs based trainings for different DAIL departments. CBCMP CMSs assisted the DAIL in preparing their Annual work plan; writing of project proposals and concept notes; coordination and communication amongst different developmental projects and DAIL stakeholders. Simultaneously, CMSs have been conducting an intense series of trainings for DAIL civil servants to instill the four CBCMP's Change Management pillars in their daily work, such as: annual work planning, performance scorecards, organizational assessment and realignment, and improvement of MAIL service delivery. Cooperating closely with the CBCMP CMS team, Mr. Merle J. Parise, USDA representative at PRT Kunduz, and Mr. Jim Conley, USDA Senior Agriculture Advisor - Region North, recognized the role and contribution of the CBCMP CMSs to better DAIL performance. They awarded Kunduz DAIL CMS team, led by Shah Wali Rahimi, Senior Provincial Management Specialist, a letter of appreciation. In his email, sent to DAIL Director Mr. Parise wrote: "The Kunduz Directorate of Agriculture Irrigation and Livestock (DAIL) was connected to the Internet and has an operating in-office intranet system for the first time thanks to the Ministry of Agriculture's (MAIL) Kunduz DAIL CMS team with the USDA advisors successful implementation of the USDA Capacity Building and Change Management Program (CBCMP). The MAIL is using this program to improve the Ministry's access to its Provincial Directorates and better serve its rural clients. The program trained an in house IT specialist as well as managers in communications operations that will eliminate the delay often experienced in the past by DAIL managers in communications with MAIL, clients, businesses, and employees. This has been a successful Afghan team effort. Institutional memory and communication between the organs of Afghan government and the clientele they serve remains a significant concern. However, this program is a successful example of U.S. assistance being effectively implemented by the Afghan government to improve its connection to the districts" . DAIL director, accompanied with all DAIL civil servants attended the ceremony. CBCMP CMSs assistance has been well accepted Author: Shah Wali Rahimi
by DAIL civil servants 3

Improving MAILs Planning

Though MAIL had an overarching strategy it was not reflected at a Directorate level. The Directorates' plans were activity based, driven by annual budget, rather than result based. The civil servants working in MAIL did not know the Directorate mandate or strategy. CMSs in the Change Management Unit of Plan and Policy Directorate working with their civil servant counterparts gathered all the 14 Change Management Pillar related directorates in several technical meetings and working groups in order to develop their 10 years strategic plans aligned with ANDS, NPPs and NADF and to develop annual action plans aligned with their strategic plans.

The training session for Procurement Directorate civil servants

In these technical working groups the participants were CMSs, civil servants, and the director of each directorate along with the CMSs from the Change management pillar of Plan and Policy Directorate and the civil servant counterparts. The 14 Directorates are: Plan and Policy Directorate, Statistics and Market Information Directorate, Communications and Public Relations Directorate, Human Resource Directorate, Information and Communication Technology Directorate, Office of Chief of Staff, Monitoring and Evaluation Directorate, Internal Audit Directorate, Provincial Affairs Directorate, Finance Directorate, Procurement Directorate, Administration Directorate, Management Information System Unit (MIS) and Program Coordination Unit. The CMSs with their civil servant counterparts in Plan and Policy directorate took the ownership of this whole process. A standard format is used for the development of strategic plans and annual action plans. This process is being implemented in each directorate with the participation of almost all the core civil servant staff of the directorates under CM-Pillar enabling them to develop action plans for their respective directorates in the upcoming years and also track their progress. After the development of the strategic plans and annual action plans aligned with their strategic plans these directorates operate and report on results basis. It is the first time I see a bottom up approach which involves other relevant directorates in the development of strategic plans while led by Afghans, said Rahimullah Stanikzai, Director of ICT. As a result of this join exercise, all the participants understand their directorates' mandate, upcoming tasks, and their terms of reference. Directors or Heads of Departments are now clearer about their future goals and can allocate resources more effectively. All the above mentioned directorates and units now have strategic plans developed; whereas 8 of them have annual action plans aligned with their strategic plans. Six remaining directorates are in the process of developing action plans. Author: Sulaiman Assadullah

CMSs Introducing their Civil Servant Counterparts


Maliz Khan Abbasi, CBCMP Senior Provincial Change Management Specialist (SPMS) introducing his Civil Servant counterpart Mr. Ataulhaq Bashari, General Manager of the Planning and Program Department of Nangarhar DAIL
and DDAs and with all implementing partners as important accomplishments of CBCMP assistance. Mr. Bashari went on to describe other accomplishments that resulted from CBCMP assistance. He highlighted the farmer petition registration system which will enable the DAIL to be more responsive to its beneficiary base. The Inventory Database was another accomplishment and all the inventories of 14 DAIL departments, including Behsud district department, have been entered into the database. Mr. Bashari was also excited about the benefits the DAIL received from the CBCMP process mapping/improvement efforts which has resulted in more efficient reporting and filing systems. Management skills and English proficiency of civil servants have been increased. Before the CBCMP assistance, civil servants salaries were delayed and the development budget was not spent within the set time frame because of manual calculation mistakes. Now, financial systems have been computerized and computer skills of civil servants have been increased to work independently and process all payments efficiently. The provincial profile and website of the Nangarhar DAIL is under development which will help provide up to date information about Nangarhar DAIL activities. CBCMP On-the-job trainings enabled the Land Authority Department to increase the forecast of leasing income of DAIL from 7 million AFNs to 27 million AFNs for the year 1392. Finally Mr. Bashari expressed appreciation for the CBCMP furnished training/conference hall, establishing the networking system and eattendance system which increased the functionality and productivity level of Nangarhar DAIL. In conclusion Mr. Bashari said: On behalf of all NAILD civil servants I would like to thank CBCMP which has enabled us to be more responsive to the citizen's needs.

CMS Maliz Khan Abbasi (on the left ) and Mr. Ataulhaq Bashari (on the right)

Nangarhar DAIL SPMS Maliz Khan Abbasi considers his Civil Servant counterpart, Mr. Bashari, to be "highly cooperative and enthusiastically open to get new ideas, concepts, skills and execute the skills gained through coaching and mentoring process. Working together we achieved beyond the set objectives of the project". In an interview, Mr. Ataulhaq Bashari was pleased to point out the achievements of his department, as well as the entire Nangarhar DAIL, that has resulted from CBCMP technical assistance. Mr. Bashari said that coaching, mentoring and formal trainings provided by Mr. Abbasi and his CMS team enabled all fourteen DAIL departments to develop a resultsbased annual plan. Mr. Bashari feels that he is now better able to monitor and measure the performance of the DAIL departments. He also cited the M&E field visit plan, improvements in internal coordination, as well as the external coordination with USDA, USAID, UNAMA, OoG, PC, DCs,

Tokyo Mutual Accountability Framework


The TMAF Senior Officials Meeting (SOM) was recently held in Kabul, Afghanistan, a year after the Tokyo Conference of July 8, 2012 where the International Community and the GIRoA met to reaffirm and further consolidate their partnership during the Transformation Decade beginning 2014. Progress under the Tokyo Mutual Accountability Framework (TMAF) was the subject of the discussion. In the SOM Final Report, the International Community congratulated the GIRoA on its impressive performance on budget transparency, resulting in Afghanistan moving from a score of 21% in 2010 on the Open Budget Index to 59% in 2012, exceeding the TMAF target. Participants agreed that progress had been made in drafting new policies to enable the Provincial and District levels of government to play a more effective role in responding to development needs at those levels and increasing the ability of citizens to hold government to account. Participants also agreed that it was now important to finalize, consult, and start applying a Provincial budgeting policy.
Representatives from over 47 countries attended the Meeting held in Kabul on July 3, 2013

The SOM Final Report also congratulated the GIRoA for the fact that irrigated land has increased from 1.2 million hectares to more than 1.8 million hectares, with wheat production from that land more than doubling from 1.5 million tons to 3.5 million tons.

The TMAF established an approach based on mutual commitments of the GIRoA and the International Community to help Afghanistan achieve its development and governance goals. Under the TMAF there are 11 Hard Deliverables for the International Community with regards to Aid Effectiveness. Two of these Hard Deliverables are directly supported by work being carried out by CBCMP:
3.1 By June 2013, and annually thereafter, each Development Partner routes, 50 percent of its aid

through the National Budget. 3.5 Joint Assessments, which meet Donors and Government standards, of fiduciary risks at major ministries for increased on-budget financing conducted by December 2013. Speaking at the TMAF Conference Minister Rahimi said: It is certainly not a coincidence if the recent economic figures directly link the country's growth to the increasing performance of the agriculture sector. In my opinion, it is the combined and contingent result of institutional reforms and effective coordination with our Cluster colleagues and development partners. Recent audits by the independent international consultancy firm Ernst & Young have favorably assessed the Ministry of Agriculture's readiness to effectively absorb on-budget funding. As articulated in our recent 5-year reform strategy submitted to the CBR Facility, our public financial management and internal control systems - among other key functions - have shown great signs of improvement. We have also significantly increased our MIS and GIS capabilities to facilitate evidence-based planning, performance monitoring both at output and outcome levels and therefore increase our accountability.

Senior Leadership Training


CBCMP with the assistance of its partner Institute for International Education (IIE) developed and conducted the Phase II Leadership Seminar and Study Tour in Malaysia for MAIL senior leadership, (the Phase I was conducted in February 2012). The Phase II Leadership Seminar and Study Tour was repeated for the same senior MAIL leadership from Phase I and had the same format of lectures, group studies, case studies, and presentations. Visits were also made to various public and private agricultural related businesses who went through transformations and made major changes. Participants were able to see firsthand how these changes were managed and with what impacts.

MAIL CIVIL Servants, US & Malaysian Trainers and Organizers

The MAIL/DAIL senior trainees were expected to build upon Phase I learning and obtain more extensive and detailed leadership knowledge and understanding on how effective leaders perform. The following topics were presented and discussed with participants: The Five Practices of Exemplary Leadership; Soft Skill Inventory; Lecture on Management of Change for Sustainable Governmental Excellence; Strategic Planning and Management; Lecture on Building Nation - Integrity, Good Governance and the Public Service. The lecturer of this important subject was Datuk Dr. Mohd Tap Salleh from Malaysian Institute of Integrity. He went through Malaysia's experience of governance in detail and touched on Afghanistan's current situation of governance. As a part of lecture on National Transformation Program - The Performance Management & Delivery Unit (PEMANDU) was visited. (PEMANDU) was formally established on the 16th of September, 2009 under the Prime Minister's Department. Its main role and objective is to oversee the implementation, assess the progress, facilitate and support the delivery and drive the progress of: Government Transformation Program - GTP and Economic Transformation Program ETP. Participants also visited Malaysian Public Services Commission and The Rimbunan Kaseh Project as a Public Private Partnership Project which was built to serve as an example of how to address rural poverty issues by promoting environmental sustainability with technology.

CBCMP Focus on Provinces


In the third year of implementation CBCMP is focusing on strengthening MAIL capacities at the provincial level. Four additional DAIL's, Jawzjan, Takhar, Khost and Helmand, are now part of the CBCMP drive at the provincial level. Civil servants at Jawzjan DAIL are already benefiting from the work of Senior Provincial Management Specialist (SPMS) Gul Amin Fahim and ICT Change Management Specialist (CMS) Rustam Yaqoobi. English language course started communication with DAIL partners and donors. Knowing English also makes it easier to learn computers. It also helps me prepare for the CBR (Capacity Building for Results) program". Other participants said that it is the first time any program is doing what CBCMP has done. They are enthusiastic about this and have said they will not miss the chance! Apart from his role in organizing English course, SPMS Gul Amin assisted the DAIL management in preparation of the annual work plan. He has been helping DAIL management to take a more active role in coordination which was managed through UNAMA Office before the CBCNP assistance. He is also helping DAIL management and relevant departments in improving reporting skills, writing project proposals and coordination of important events. Reviving Jawzjan DAIL Communications Among the first actions that CBCMP has taken in Jawzjan DAIL was establishing a stable internet connection and to train DAIL staff in using computer and internet since they didn't receive any such type of training before. CBCMP ICT CMS Rustam Yaqoobi said: "When I came here I found dust covered, infected computers, with old operating system and expired trial version of antivirus, as well as lack of another essential security software and office package".

English class at Jawzjan DAIL

SPMS Gul Amin Fahim conducted a need assessment to identify training priorities. English language course was identified as a highest priority. Apart from the communication issues, lack of understanding of English language also thwarts civil servants' ability to learn computer skills. After a selection process based on candidates interest and commitment, 21 Jawzjan DAIL officers started, from May 19th 2013, a six months English course, two hours daily, five days a week. To avoid transportation costs, course is being conducted in DAIL premises. A pre-test was taken at the beginning of the course with the aim of measuring the progress. It is worth noting that Global Partner International, an NGO was contracted by CBCMP for teaching civil servants. Jawzjan DAIL Director who is also taking the course said I want to learn English as it is an international language which will enhance my

ICT CMS Yaqoobi working with his counterpart

CBCMP Focus on Provinces

A training was provided, not only for the ICT counterparts, but also for HR, Procurement, Finance, Inventory and MIS key staff members. At the same time, ICT staff led by Yaqoobi started working to activate four pieces of solar system which was in the stock unused for quite a while. Activating solar system solved the problem of unstable and weak electricity and Jawzjan DAIL is now enabled to communicate efficiently with MAIL headquarters in Kabul and all other stakeholders. Everyday coaching and mentoring is continuing and the results are already visible, the ICT civil servant counterparts have learnt how to deal with infected computers, expired anti-virus, how to troubleshoot hardware and software causes and other essential security. They have learnt the meaning of information and communication technology, VSAT installation, wireless

configuration, Microsoft Outlook configuration and gained the necessary computer and internet skills to do their daily work. Mr. Mohammad Nazif Sofizada, the Jawzjan DAIL ICT Manager said: "CBCMP has trained me on a number of things and this has positively impacted my work. I can now make UTP ethernet cable, configure different types of wireless routers, troubleshoot all kinds of computer hardware and software problems, manage printer troubleshooting, printer server, file server and many other IT issues". Currently there are 10 offices connected to the internet including MIS, HR, Procurement, Forestry, Livestock, two connections in IT and three connections in CBCMP office. Authors: Gul Amin Fahim, Rustam Yaqoobi and CBCMP Communications Team


At the Balkh DAIL CBCMP extension advisors and the SPMS conducted sessions for young civil servants on how to conduct and plan a training session. After this training the civil servants trained went to conduct trainings on different topics for other civil servants. CBCMP is also helping the DAIL develop a Standard Operating Procedure for Training. Currently, various implementers and NGOs conduct training at the DAIL for civil servants. This ad hoc training results in duplication of efforts, confusion among DAIL departments and also causes conflicts among Individual training for a counterpart implementers and DAIL departments. To avoid this a Standard Operating Procedure is being developed for training at the DAIL. This will help improve the quality and targeting of trainings to the right individuals. CBCMP was also able to assist the DAIL planning Department to develop an annual work plan and detailed action plans for DAIL departments. The Planning Department did not really see the need for these plans but after CBCMPs intervention a culture of consultative planning has been introduced. Coordination at the DAIL level is critical. Earlier NGOs were doing what they wanted without involving and consulting the DAIL. Now with CBCMPs capacity building the DAIL is much more vocal in what it feels is important for the province. Also the DAIL is much more active in coordinating with NGOs, donors and implementers in the province. The DAIL Director is in regular contact with various agriculture stakeholder whereas earlier this contact was infrequent and only occurred when there was a problem. Author: Sayed Wahid Moufaq

Communication and Media Directorate Process Mapping


CBCMP CMSs embedded in the Communication Directorate conducted a workshop on Process Mapping on July 15th 2013. The Communication Director, civil servant counterparts and other key Directorate staff participated. The overall purpose of this workshop was to engage civil servant counterparts in process mapping and improving so that service delivery is made more effective. During the workshop, CMS Hashmat Nasiri helped the Communication directorate to map two processes: Improvement of Video Archive System and Improvement of Photo Archive System. In close coordination with the communication team both processes were finalized and approved by MAIL Communication Director during this workshop. Improving the identified processes will help the Directorate to collect Analog recording tapes (Mini DV Cassettes), made over the past 3 years, from CMS Hashmat Nasiri helps civil servants in process mapping different departments of MAIL; transfer the Analog recording cassettes into a Digital Format; and to make sector based, chronological categorization of the collected data. As per approval by Communication Director the process has to go through following three stages: Collecting Mini DV, DV, and VCR cassettes of the past 3 years; transferring the data into digital format; chronological, sector based categorization.

Collected video and audio material

This initiative will help the Communication Directorate to establish a comprehensive digital media archive which will be used to fulfill video and photo needs of MAIL directorates/projects in production of documentaries, promotional spots, publications, website and social media. It will also help the Directorate to provide quality materials to MAIL leadership and other key customers (media, donors, etc,) if and when required. As a result of this workshop to date 500 Mini DV Cassettes have been collected from various MAIL programs and directorates. Meanwhile, coaching and mentoring of Directorate's civil servants is continuing to transfer these cassettes to digital format and also to categorize the cassettes/digital versions of cassettes. Author: Hashmat Nasiri

CBCMP Photo Story

Traveling through provinces Mr. Noor Seddiq, CBCMP Acting CoP, captured some moments that we want to share with you.

A boy watering wheat in Kandahar Zhari District

Flowering pomegranates

Pomegranate tree flower

Mazar DAIL Director with an asafetida harvester

Watering pistachios in Mazar

A vineyard in Kandahar fenced in by mountains 11

CBCMP Photo Story

Asafetida Harvester in Mazar

Produce from CBCMP Peoples Garden

We are using this opportunity to invite all our Change Management Specialists, as well as our civil servant colleagues to come to visit CBCMP People's Garden established on the MAIL campus between the parking lot and the PICU building. Despite some problems with seed quality, hole-digging dogs, and an outbreak of powdery mildew in the greenhouse, the garden is progressing well. CBCMP is in the process of registering the garden with the U.S. Department of Agriculture's (USDA) People's Garden program which includes 8 foreign locations. Agriculture Secretary Tom Vilsack declared the grounds surrounding USDA Headquarters in Washington, DC the first People's Garden on February 12, 2009 in honor of Abraham Lincoln's 200th birthday. When President Lincoln founded USDA in 1862, he called it The People's Department. USDA continues to honor his vision for a Department that serves the people every day and in every way through The People's Garden Initiative.

CBCMP DCoP Anant Singh working in the garden

People's Gardens are required to have three components in common. They must benefit the community, they must be collaborative, and third, they should incorporate sustainable practices. In the case of the CBCMP People's Garden the produce is shared with the MAIL grounds and security staff. This publication was made possible through support provided by the USDA Foreign Agricultural Service, Office of Country and Regional Affairs, under the terms of Cooperative Agreement No. 583148-1-042. The opinions expressed in this publication are those of authors and do not necessarily reflect the views of the USDA Foreign Agricultural Service. VEGA is an equal opportunity provider. For additional information about CBCMP please contact us at: