Capacity Building and Change Management Program

PILLARS
OF CHANGE MANAGEMENT
seven super DAILs and ultimately to the herders
and farmers.
C2 builds organizational capacity with a four
pillar approach as well as extensive mentoring
and coaching of civil servant “counterparts” in
MAIL and DAILs to improve their skills and
knowledge
4. Improvement of MAIL Service Delivery
Process mapping and re-engineering of key
service delivery processes.
1. Annual work planning
Each of the targeted MAIL organizational
units as well as seven zonal “super DAIL”
offices are assisted by C2 CMSs in the crafting
of an annual work planning
CHANGE MANAGEMENT AT THE
PROVINCIAL LEVEL
CBCMP is building organizational capacity in
seven (7) Zonal Provincial DAILs:
Kabul, Kandahar, Herat, Mazar, Jalalabad,
Kunduz and Paktya.
2. Performance Scorecards
On the heels of completing the annual work
plan, C2 CMSs assist in crafting performance
scorecards for monitoring and reporting of
progress against the annual work plan.
3. Organizational Assessment
and Realignment
Organizational capacity is achieved through
proper alignment of the organization starting
with the vision of MAIL down through the
Kunduz
Mazar
Herat
BRINGING CHANGE
MANAGEMENT TO THE
MINISTRY OF AGRICULTURE,
IRRIGATION AND LIVESTOCK
Kabul
Jalalabad
Paktya
Kandahar
C2: Change Management
Capacity Building through Coaching and Mentoring of Civil Servantsts
Organizational
Assessment
and
Realignment
Performance
Scorecards
Annual
Work
Planning
Improvement
O MAIL
Of
Service
Delivery
CBCMP supports these seven DAILs with the
provision of an eight member team (six change
management specialists, one SPMS and one ICT
officer). In addition, CBCMP also supports the
27 remaining DAILS with an SPMS and an ICT
Officer.
For more information about CBCMP please
contact: [email protected]
Towards improved functionality
and better services
to Afghan farmers and herders
PURPOSE OF CBCMP
Seeking to improve its legitimacy in the eyes of
ordinary citizens, the Government of the
Islamic Republic of Afghanistan (GIRoA) is
working to improve the quality and
effectiveness of its local level agriculture
extension programs. To assist the GIRoA, the
United States Department of Agriculture
(USDA) has instituted the Capacity Building
and Change Management Program (CBCMP).
Led by the International Executive Service
Corps (IESC), CBCMP works to aid the
GIRoA's agriculture extension implementer, the
Ministry of Agriculture, Irrigation and
Livestock (MAIL) in increasing the
government's presence in local communities
through the provision of efficient and effective
agriculture related assistance services. To
ensure this goal is met, CBCMP focuses on two
interrelated components.
Change Management is all about managing the
transition from current state to desired state and
specifically what has to change and how is that best
managed, in order to effectuate a smooth transition
to the desired state.
Specifically, CBCMP component two activities
provide needed focus on improving MAIL's
organizational planning system, monitoring and
control system, MAIL's organizational structure
and bringing it in alignment with customer
requirements; and finally, C2 provides focus and
attention on process mapping and fixing structural
alignment with mission/vision and key service
delivery processes essential to the provision of
quality services and products to herders and
farmers.
Component Two builds capacity within MAIL
and the DAILs by providing the following:
Component two (C2) change management
activities are designed to identify and implement
solutions necessary to move 12 targeted
Directorates within MAIL and 7 regional DAIL
offices from their current state of operations to a
desired level of operational efficiency.
At least 70 MAIL civil servants and 42 DAIL
civil servants will acquire improved skill sets
12 Directorates and 7 regional DAILs will build
and implement an annual “logframe” plan that
serves as their annual workplan.
A monitoring and reporting “scorecard” will be
built and implemented for each of the MAIL and
DAIL “logframe” work plans.
Organizational re-alignment of 12 Directorates
within MAIL and 7 regional DAIL offices
Building capacities of MAIL's human resources
Training for MAIL’s Research Directorate
Taken together, Component Two's activities
will result in the following Change
Management Actions:
ź Embedding "change management specialists"
(CMS) that coach and mentor MAIL and DAIL
civil servants in 12 Directorates and 7 regional
DAIL offices.
ź Building better management systems and
processes at the MAIL and DAIL levels by
improving organizational planning, structure,
performance monitoring and service delivery.
Improved coordination and service delivery
between 12 Directorates at MAIL and their
DAIL counterparts
Process re-engineering in the primary service
delivery processes within all departments
located within 12 MAIL Directorates and seven
regional DAILs