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    ARNMRREE pB2. O— Any INS KARR 2-1 ITERBEREPORT JAPAN INTERNATIONAL COOPERATION AGENCY (ica) ETHIOPIA OFFICE INTERIM REPORT WABEKBON DEVELOPMENT CONSULTANTS PLC Tel: 251-116-639-575 Mobile:251- 911-211-258 E-mail: wibdconsult@ethionet.et —19~ STRENGTHEN MULT SECTORAL DEVELOPMENT RANUNG I OROMA REGIONAL STATE Seplenbe 208 ‘Table of Contents Page sto Tabi. stot Cras Liste Anno. stot Aorenyns Ueto of Tanai Execute Summary ‘Vieducton 2 Onjecve ofthe Sid, 5 Aaecsrent Metros 4 Bret Background to Oroia Reion. 5. Stuaon nals of Development Pirin 81 Development Planning in Oromia Region 511 Curent Paming Nethose ad Lavls 151.3 Procedures and Processes of Development Planning ‘513 Expocaions and Gape m Devooprient panning £844 Technical Supports to Otter Secor Ofeas 52 Budgetng ‘$24 Metods and Lave 525 Expectations and Cape 5.24 Technical Spots, 153 hontorng and Evaluation 15.31 wontorag ae EvalustonKsibeds ond Levels 5.32 Procedures and processes of MEE 5.33 Execatons and Gape in MBE 8.34 Techneal Supporto Secor Inston. {54 Infomation Management 41 hades ana vals inamaon Management. 5.42 Progdres ane Processes of ntrston anager 43 xpectatens and Gape in Inomaton Managemen. 5:44 Tecnica! Support for Oter Secor ntttons 6, Comelton of Revewea Documents and Hearing ivesigaon 7. Human Resoutee, Logistic ane Facies, NGOs ana Capasty Buiding Program 7111 Human Resource for Planning and Budseng 712 Human Resoutes in intomaten Management 7.13 Human Resourses in Menlonng and Evaluation Function 12 Logitics ana races, 3 NGO Coordination, toritoring anid Evaluation ‘4 Ongoing Programatprolecs fer Strongthoning Woreda Planing Capacity Building “747 ethotalan ant pogranme 742 PSAP. 3. “Suatepes ir ienening il Sckrel Development Panning in Oromia egon ®Concimons Reterores, ‘ane © Checis and Responses ‘Xtnee 3 feta ements steed ai fs Fas Ragin ale SBAINISSBARERARSSEREGSSASSSBBRERS IS S2oooeuae ‘anera. Form Aa Lato Documents Reviewed ‘a0 ‘nex Bt: PLANNING Documents S592 pseMs OREN, ‘Annex B2- Budgeting Dacunerts INT 922-7 ERE EEL, ‘Annex B3- Irermaton Marapomest Documents INF 2 7 ERROR ‘Annex 84- ME Documenta 29AD 222 2HEMEN CORED, a mise STRENGTHENING MULT. SECTOR DEVELOPMENT FANNING OROMA REGIONAL STAT, September 20 UST OF TABLES Table 1: Weights and Budget Aloation Criteria in te Region (1985-1987 EFY) u Table 2: Moritring and Evaluation Schedule. 9 “Table 3: Stakeholder Needs and Satisfaction on nformaton Management. 48 “Table 4: Manpower ofthe Bureau by Experience, Profession, Salary and Sex, 2008... 51 “Table 5: Curent Staff of the Planning, Budgeting, Monitoring and Evaluation, 2008... 53 “Table 6: Education, Professional Experience of Information Management Staff 55 Table: Logistes ana Faciites Requrement for Al Leves of Planning & Financing Inst. LIST OF CHARTS (Chart: Organization Chart ofthe Planning System inthe Region 2 (Char 2: Functional Level of Development Planing in Oramia Region 28 (Ghar: Linkages and Flow of Plan information 2 (Chart 4: Cycles of Information Flow and Linkages In Monitoring and Evaluation ey (Chat : Vertical and Horizontal Flow of Data and Information 44 Chart 6 Functional, Technical Stucture of Planning and Budgeting 2 CChart 7: Technical Stucture of information Management 54 Chart: Organo- gram, Structure and Human Resources of Monitoring and Evaluation 58 LIST OF ANNEXES ‘Annex 1: Checklate and Responses 6 ‘Annex2: List of Documents Collected atthe Federal and Regional Levels 8s STRENGTHENING MUCTLSECTORAL DEVELOPMENT FLANNS INOROMA REGIONA STATE, Sep 200 UST OF ACRONYMS ‘Aanaa equivalent to Wereda or Distt, the administrative cision between kebele and BoARD Bureau of Agriculture and Rural Development BoE Bureau of Education BoFED Bureau of Finance and Economie Development BOPED Bureau of Planning and Economic Development Bol Bureau of Heath BoWR ‘Bureau of Water Resources BPR Business Process Re-engineering sa Central Statistical Agency EEPCo _Ethioplan Electic Power Corporation ERY Ethepian Fiscal year ere Ethiopian Telecommurication Corporation FAO Food and Agrieuture Organization ofthe United Nations ois Global Information System sca «Japan International Cooperation Agency LEDP —_Lacal Economie Development Panning MoARD Minty of Agriculture and Rural Development Mae Monitring and Evaluation MoFED Ministry of Finance and Economic Development MoH Ministry of Heat MoWR ‘Ministry of Water Resources PSCAP —_Pubile Sector Capacty Buling Program SNNPR Southern Nation, Nationalities and Peoples Region| TOR Terms of Reference WOFED —_Wereda Office of Finance and Economic Development ZOFED Zonal Oifice of Finance and Economic Development ~192- STRENGTHENNG MULT. SECTORAL DEVELOPMENT PLANNING NCROWA REGIONAL STATE. Spor 09 LETTER OF TRANSMITTAL We are pleased to submit to your good offce this Draft Report on "The Study of Strongthening Mult-Sectoral Development Planning in Oromia Regional State”. Under the agreement ith your esteemed organtzabon, this etudy Is an cufpt of the datafinirmation ‘compiled from documents colected ftom the Minsty of Finance and Economic Development (MOFED) ard four Ministries of the Fegeral Government of Ethopa and from te Bureau of Finance and Economic Development (8OFED) and four Sector Bureaus. ‘Ate reviewing the documents, quatatve information and data wore collected from various teams and. process owners of BOFED through lve discussions and also as filed out onthe checks prepared for tasks of development planning, budgeting, monitoring and evaluation 35 wel as information managemert. In aden, cscussion on all sues was conducted wih the Bureau Heed, the Depuly and core process owners of planing, budgeting, monitoring and (valuation and that of ifarmation management af BOFED atthe presence of a representative ‘tom Japan inemational Cooperation Agency (IGA), Ethiopia Office ‘We wish to take this opportunity to express our sincere gratitude towards the generosity of SICA. Ethiopia Office. forthe unreserved cooperation and algo funding th suey. Wie also wish to exprese our gratitude and thanks to al the Executives and Experts ofthe Regional Bureaus and Federal Winisties who extended their support by providing the relevant documents WABEXBON Development Consultants PLC Tol, O11 683-0575, Mobile 0941 217258, Email: wibdconsut@ethionet et 193 STRENGT-ENNG MULT SECTORAL DEVELOPMENT PLANING IN OROAA REGIONAL STATE, Sperber 2109 EXECUTIVE SUMMARY Like in any other parts of the county, Oromia region has taken a number of steps to ecentvaze the planning systam folowing the fiscal decentratzaton to the wereda level The Planning level, unike the pre 2002 period extended down fo the weredas and kebeles, fo ‘empower the grassrocs instutions, o promote popular patipation as well as to mobize local Fesaureoe co that development acivites wit aedress fundamental problome of the lvetnood of the majorty ‘The decentralization ofthe planning functions to sub regional level though has a number of advantages, it recutes egnicant and Incremental capacy Buling a all levels, human ané Material resources and continuous tachnical, managerial and’ administrative. supports ‘Cognizant ofthe potential prtlerss with the adoption of the pariipatory planning, the BEFED had conducted a stucy on the structure, procedures and processes cf planing a al levels and identifies major problems, necessary capecty bulcing actives, ties and respons standards fo accompich the planning actives from the kabole upward to the regional love ‘Since the expansion of the functions require significant resources, and dificult to cover in shor etiod fom own resources, BOFED prepared a capac buicing project "Strengthening Mult- Sectoral Development Pianning in Oromia Region” and submited a proposal to vICA in ‘August 2008. JIGA, after reviewing the proposal, requested a detall study on the four major functons of planning at all levels. This document i, therofre, one of a sores of studies expected by JIGA to fund or technically suppor the capacity-buldng project. In general, the objecive ofthe study is to Investigate the actual planning procedures and processes at wereda levels by partcuary assecsing the participation, roles and responsibil, Tnkages and capacity developed at sub regional levals. “To assess the sbove capacities, roles and responsibities, two methods of data colecon and analysis were used. The desk review of documents from varus federal and regional intuions including planning documents, BPR documents, reports, Jouras, review and assessment documents and ‘browsing internet sources. and others. The qualtatve survey. includes preparation of checklsts on four sets of planning functons (planning, budgeting, Information ‘management and monitoring and evaluation) and a detail éscussion on various sues with ‘elevant experts and decsion making bodes in the bureau, ‘The then Bureau of Planning and economic Development (BOPED),currenty known as BoFED was established in eariy 1000s with the emergence of Oromia National Regional State with major respersibities of planning the overall regional economy. Since is estabishmert, the bureau has gone through a sates of reforms te adapt o changing economic, social and paltcal Canations undergoing inthe country Wit the decentralization of fiscal assignment to weredas in 2002, the structure ofthe bureau extended tothe wereda and kebeleleves At the regional levels, major reforms have been made that changed the structure, ganization, roles and responsiiies of the former departments and teame into smlar and linked funcional groups, which are now called core provesses, maior and minor processes. “The bureau usually prepares two types of annual, medium and long-term plans. ‘The fist is sectoral planning, which isthe aggregate punning figures ana budgets (capital and recuret) of all economic, social and services seciors submitted by the sector bureaus, and appraised and ‘compiled by BOFED and approved by the regional councl The second typeof planning fs Sub- regional or lnra-regianal planning which takes a form of local eccnomic Gavelopment planning _STRENGTHENING MULT. SECTORAL DEVELORVENT FLAMING CRON REGONAL STA Suteb 28 accomplished by the 304 weredas and townships in the region. The planning, budgeting and ‘management ofthe eystom of panning at tis level isthe responsibilty of the weredas. The regional goverment sloates bloc grant annually fo weredaa based on unt cost aporeach “Thos, curently the region actualy exercises planning a fur levels Al fst level, the kebele level planning organized by a planning ‘and informaton worker and adhoc committee ‘stabishea from the goverment instisions azive inthe Kebele. Main components ofthe plan at thi level are problem dentiscabon and peoritzation of reeds. These plans are amended by the kebele cabinet and submited to the Kebele council for approval." The second level of Planning Is at woreda level The wereda level pining is a mandate of the WoFED, who Coordinates the wereda sector Inttutons, plans of the Kebeles and appraise, compile and ‘Submit fo the wereca councl fr approval. The approved plan on the oer hand wil be sent Upwards to the ZoFED for projects, which need the financial and technical suppor of the Feglonal government. The thd lave, whichis actual, a pipeline between weredas and regions with weak invaiverent in actual planning, is the ZoFED responsible for coordinating and ompling wereda and zonal secteroffces plans and subrt tothe zonal cabinet fr approval. ‘The fourth level ie the regional level planing led by the BoFED. The bureau in addition to planning, It is aso responsible fr alocaton of avaiable budgets from various sources between Sectors and weredas. Prior tothe aciual planning at ths level targots and indicators, budget ‘elings and planning formats are disseminated to Planning organs ata levels to prepare their pans wihin the bounds of sched eet for this purpose, The sector bureaus, and wereda plans fare analyzed, appraised and compiled vith serie of ciscusecn with relevant planning experts {tom various sector bureaus. The firaized, appraised and compiled draft pan is submited to the regional government for approval. The bureau develops budget colings for each bureau based onthe absorptive capactes, th scope of programs, the avalabe funds forthe planning perod, the numberof angoing and feasible development programmes andthe priarites given fo {he sectors The spprovad plan is dsseminated fo the mlementing bureaus with earmarked ‘api and recurrent budget. The block grant ofthe weredas 's shared among the weredas with Creia already set for this purpose, Between 1995-1987 EFY, numer of population, evelopment level and revenue generating capacty was used for block grant alocation. However, alter 1967 EFY, thee crleria and weights were replaced by more objective meseures Consistent wih the functions assigned othe weredas. These citer icude extension services, health, ecucatin, water supply, road and others. (Once the planning process is completed the function of the BOFED and is stuctures at zone, woreda and kebelo lvels is to moniter the implementation and progress of the planned programmes and projecs. Two types of monitorng and evaluation is common. Field level ‘onitring and evaluation, which is conducted by the monitoring and evaluaton team of the bureau together with the MBE tears of implomening Instfutons at feld level every treo months. Recent, the regional government inated mid-igm evauation. The report from this ‘monitering and evaluation is fundamental or deasion making to enhance, modify, terminate ard Jor relocate the programmes and projets, The second form of MBE Is regular monitoring arc evaluation, which '3 actually a progress report, submitted by Implementng insiutons. anc ‘organized every quarter. The responsiblity for monitoring and evaluation of planned activites is ‘hat ofthe mentoring ang evaluavon team estabaned atthe buread level and the planing anc budgeting team al zone, and wereda, and adhoc committee at Kebeie level The fow of Information from the kebee tothe regional levels simlar to planning, Budgeting and infermation ‘management The planing furetlon ofthe bureau, though not ealisiactay, i supported by the [formation management center ofthe Bureau This centers responsible fr calocing various socio-econome data and produce statics! abetrace, mape an oer cartographic outpts, ‘geegraphic studies, and potles. However, the aces ofthis center are weak due to multiple STRENGTHENING MULT. SECTOR. DEVELOPMENT PLANNING I CROUA REGIONAL 57 nb 08 problems such as dependence any on inconsstert, unreliable and mostly unusable information Shortage of eked manpower, lack of Incentives, shortage of maderninfarmaton processing fechnologles, inadequate access to primary data, week and unfuflled sirucures and Inoapacties at wereda ana Kebele levels are major hurdles, In general, the planning system (all functions) has problems and limitations. The plenning system sil suffers from inadequate information, studes and research, weak capecties at ‘rassroots levels, dependence only on sectoral and allocative responebiies, adequate atticpaton at al eves, Inablty to incorporate all resources, plans from al micro-spatial areas and institutions. Monitoing and evaluaton Is Inadequate and lacks patipatory approach in ine withthe cencapis and practices of devertalzation and the sated paricpatory planing approach. Field monitoring is eonsrained by lack of transport and attention, shortage of sklled Manpower and poor professional compostion of monitoring and evaliaton teams, poor ‘communications between weredas and the rogion, as well as zones the resultart of which are fall cippled monitoring ‘and evaluation. At sub-regional love monitorng and evaluation ‘Sapacties ara not developed and fuer retarded by workoads, inadequate eile, shortage of ‘communication and transport facies. Evaluation, though one ofthe respons, no atamst hhas been made 10 crtcaly evaluate the impact of plans on various geographic. areas, ‘Population groups and the real outcome and impact of planned intervention on basic inccstors 0c a8 poverty, food insecury, and gesbtuton, In addon to shartage of capactes, none of the four funcons of planing tas adequate technical and operation manuals, quideines, ttaring modules and other technical inetruments to prove cupper forthe cub regional enties who already sufer from shortage of manpower. sklls and experience, transport and Communion eerces and facies. Staff tumover is also cupping tal nations dv To Inadequate incentive anc staff retention and development packages. ‘Therefor, iis high time to adopt incremental capacity buling for sub regional levels inline with the recommendations of the EPR studes of the BoFED. Without significant capacity bulding. schemes, more effcient and objecive planring wil be ciffcu. The infermation ‘management system should be mproved and capactated wih skiled manpower, modern Infermation technologies, with a shit from urveliale secondary deta to primary information, restructuring the links between the woredas and the region (forall funeons), transport and communication facies fr al loves are prerequstes not only for modem information flow, but ‘also for relable local and regional development panning, monitoring and evaluation ard more Cffciort budgeting that promote grown and development. Thus, this project isan important ingradiont for dynamic change ofthe planing eystom particulary at wereca and Kebol levels ‘and for effcient resource aloation consistent wih the constraints, poferials and economic and {Socal developmant priors of he replonal government and the nation. ‘Tintin bosigeen oman CTE TCM TT SRE _STRENGTHENNG MULT. SECTORAL DEVELOPMENT PLANING IN OROMAA REGIONAL STA 1. INTRODUCTION responsiities withthe federal governmert, except for some ofthe functons which are put fasice for the federal government. Such decentralization has given te fll auanty over ts ferrtoial domain fo manage, lead, and adminstr ts nalural and human resourese, ensure peace and securty, exercise evelopment that ensures sustained voll being, the right 10 fxerose culure and language. Among the functoral organs established in early 1880s, the then BOPED (Now BOFED} was mandated tothe overall cordinaton of economie and socal Planning, Wentifeaion of resource potentials, design of polcies and strategies (wihin the Eonteat ofthe federal government polos) and exaroee both demand and suppy si planning approaches to ensure sustained and rape economic growth inthe region. With the passing of ‘ime and the decentralzaton process which lead to the ceveluton of poFtcal, administrate ‘and in’ part, tha fiscal autonomy of regional states, the buteau became an independent inattufon wih fal esposibltes with regard fo eoeo-ecoramie planning. The verteal linkage wth the central government planning inelitiions gradual reduced to budget processing, ‘Sccasional reporting and technical backstopping The bureau futher restructured into BOFED following the wanstormation ofthe federal Mnisty of Planning and Economic. Development {MoPED) into Finance and Economic Development (MoFED). \winin tis brief period of transermation, the insttution has made some prograss in the evelopment of the overall planning methodologies, improving both horizontal and verte linkages wth sector afc trom the regional to wereda level, building the data base of the region (human and physica resources), and ensuring more or less dependable and consistent Banning systoms. After the changing offs name and the deepening ofthe decentralization to {he weredas and kebeies (by the regional government, the level of planning aso stretched from the previous zonal level nto weredas and recerty to kebele erties. In this bret Joumey, the Capacy of planning ineuton, ang ls effective Implementation of planning exercise, guiding Socio-economic. development through multiaceted and partipatory planning. methods targeting and fulling strategic goals though encouraging, isnot to expectations to address the challenges of everarowing poltial, economic, socal, and cura factor. Cognizant of such complexities, and the nes for mere comprehensive and integrated sectoral development planning Inthe region, a8 well as effective capac to address these issues, the Cromia BoFED. designed a project “Strengthening Mult-Sectoral Development Planning in (roma Regional Stats" in 2008." The proposal was submitted fo the Japanese Iniemational Cooperation Aganey for fhancing the eapacty-bulding project (BOFED, 2008a). Flowing the submission of te proposal, the ICA requested for futher refinement of the propose! based on {he actual condtions ofthe planning procedures, methode, human and material resources and ‘he major botlenecks curry facing he Inston. This consultancy assignment i, therefore, part of his endeavor fo review the overall process of planning Inthe region the capacty and ‘weakness of the planning system and the planning instution. Specteally, this paper mainly ‘lla on the exploration of decimants onthe planing and busigaing system af al levels {rom federal, regional to wereda love). Tharefere, It's a lterture review and assessment \which shoul laier on be substantiated by facts from the feld level particularly from weredas ‘ana kebois selected fortis purpose, ie STRENGTHENING MULT SECTORAL DEVELCPVENT PLANS N/OROMA REGIONAL STATE, Sapte 206 ‘This Draft Interim Report, therefore, depends on secondary data (dask review of documents and hearing investgatons) and is scope ited to most curent periods. than cic investigation of past and future trends “The report has rine chapters. Following ths Introduction, chapter two is an objective of the paper, chapter testo four decuss ateessment methods and a shot background ofthe region. Chapter fvo, riety explores the structural organization of the planning system andthe proces methods, loves of development planing, budgeting, information management and monitoring {and evaluation function of the Insttutor with eriical review of the documents and the focus ‘group aiscussion mage at bureau level wih diferent experts and decsion makers. This chapter Also" descrbes the expected levels and the actual gaps curently existing in development planning, budgeting, Information management, monitoang, and evaluation as stated In the Government documents, and recerty In maruals and guidelines of Business. Process Reengineering, Chapter six explores the current capacities ofthe planing systems at regional level in terms of avalabily of adequate and sled manpower, logistics ard facies as well 2, ‘some NGOs operaions and capacty building actvves relevant tothe Gureau. Chapter seven is 2 lat of some basic stratogies fo strengthen the mui-sectora planing inthe region. Tnece Stratogies wil further be enriched in the future by data from the wereda and kebele levels, Finally, chapter eight concludes the report ia STRENGTHENING MULT SECTORA. DEVELOPMENT PANU IN OROMIA REGIONAL SATE, epee 208 2. OBJECTIVE OF THE STUDY {As stated above and on the terms of reference, the objective of this study Ist investigate the ‘current actual planning procedures and chalenges at wereca level, The specific abectves are “To clay the role and respensbliy ofthe arcing nstiuton at each level (region, zone, \Wereda and kebee), 2, to assess the degiee of Involvement and partipation in planing processes and procedures at each lev, 3. {0 dently the inkages between the horizontal and vertical structure ofthe planning anc ‘ecto ntiatlons, 4. to ldentty their eapacties, and ‘5 to assess capscites in eata and information management (TOR, 2008) In addon tothe stated spectc objectives, the repot tres to Investigate the major constraints ‘aces by the planning insttuton with regard to development pianaing, budgeting, monitoring and ‘valuation, and Information ‘management, which forme the foundation of comprehensive fegaral planning system. In adaiton to the above objecives, the report also briefly recommends some specie strategies that enable the planning system to achiove sustainable development goals and objectives. mip? STRENGTHENING MJT. SECTORAL DEVELOPMENT PLANING IN OROMA REGIONA STATE, Sp 20 3. ASSESSMENT METHODS: Since the scope of this consultancy assignment is limited to regional (or bureau) level, the methodologies that are appropiate to investigate the major issues indicated above areIterature and document review and quatatve data colecton methods. The document review includes both pubished and unpubished documenis prepares by various inttutons pariculrly the MoFED, BOFED of Oromia, documents from Minisbes and sector Bureaus and inattutens, published documents from Academic Inetutions, Journals and books on regional development planning, decentralization and capacty building, local economic growth fscal decentralization {an paripatory development approaches. ‘The documenls include annual and medium term evelopment plans (regional and federal), manuals (monitoring and evaluation, budget Slocaton), annual progress roperts and midterm roviows, tategc pian documents, journals, books, suds on Business Process Reengineering, and proposals on capacty buldng. For the qualtatve information, four sets of checklsts were prepared to gather information through focus group eiscussion, personal ebservations and visits te regional BOFED, various teams, sub leams and indicus offces of most af the staf The checklsts prepared for ths purpose Include information relevant for tasks of development planning, budgeting, monitoring and evaluation a8 well as information management. Furthermore, te questions fr the four vital Planning functons incorporated data ané information on process and. metnoas, human resources, logltics and facies, satus of focnleal suppor provision to ‘ower evele and Sectors, and ideal condtions, gaps and comments and suggestions on each spec sve, ‘These checklists are ciktrbuied to relevant eames and core process onmors 10 fll out and prepare for further discussion. The last stop was dscussion on all issues and others trough probing covering all relevant planning, budgeting, monicring and evaluation as wel 3s Information management Dscvssion was also made with NGO coerdinaing team on current oncitions, involvement, coorinaion as well as monitoring and appraisal of NGO development interventions. ‘The lecission was also conducted withthe Bureau head, deputy head and care process of planning, budgeting, monitoring and evaluation and tht of information management head of the bureau together sith representative from dapanIntemalienel Cooperation Agency ica) ‘Since the scope ofthis study is itd to the regonal evel capactlos and gaps it wil nt cover the deals of planning system atthe grassroots lave, which is th foundation of parcipatory local and regional development panaing. The lack of incorpraing the infermation for the lower lovel wil be a hurdle for further analysis of gaps, ikages with regional organ, canacties ‘nd overal processes and procedures of planning, Detallcapacty information disaggregated by \Wereda is generally lacking for most of val indicators. However, wherever necessary some of the. basic Issues’ of planning, budgeting, monforing and evaluation, and -afrmation ‘management at wereda and Kabele level ae discussed and wil be substantiated with Adequate Information from these levels inthe fare ee STRENGTHENING MULT SECTORAL DEVELOPMENT PLANNING IN OROMIA REGIONAL STATE, Speer 208 4, BRIEF BACKGROUND TO OROMIA REGION ‘Oromia isa home ofthe Oromo people and with diverse agro-ecologial zones stretching from the western tothe eater 2 well asthe southern Intemational boroer of Ethiopia with an area ‘of about 363.1 square kilometer (94.3% ofthe population of Ethiopia). The region ha 687 kms Of inteational bordering wih Kenya end Sudan and internal boundaries of 1815 kms with ‘Amhara. Benishangul-Gumuz, Gambela, SNNPR, Addis Ababa. Afar ard Gomale Regnal ‘States. The region was estabshed by the Ethiopian Consttuion of 1082 and eurrenty has 18 zones, 304 wefedasftounships and over 6850 rural and urban kebeles. The highest polical Gecision mating and administrative organ is the Oromia Regional State decentalzed into Kebeles, werecas and zones with ciferert levels of power detgations and responsibliies (BoFED, 20088), ‘The rogion has diverse. agro-ecological zones with dverse development potential and constrains ranging fom the arid lowlands of aude below £00 masi to the extreme coo! highlands cf atudes above 4000 melers above sea level. Consitent with diverse agro {calageal z2nes, the region has extromely variable cimatic conditons and rele configuration ‘Almost 84 percent of the region is undulating and roling plateau, a potential area of both pasioraism and sedentary farming population specialized intradionalsubsistent Ivestock ans {op prediction, The semi ard lowlands below the alttude of less than 1000 mas! aocounted for about 15 percent dominates by nomadic pastoral lveihoed sysiam with very few sedentary farming populaton and Urban setters. The dveray of the agro-clmatic zone, not only posses various potentials and constants but algo a leaing factor for populaton growth and patterns of taltlement. The highlands are charactorized by concentrated sattements and righ population density while the lonfands are areas sparse population and scattered settemens, “The popuation ofthe region is growing fast wth an average growth of about 2° percent per annum between 1994 and 207, the region hosted more than 27-2 milion popuiatons (CSA, 2007). Over 85 percert of the! population Ines in rural areas, and about 48.8 percent are ‘eeenomicaly inacve population. For almost 80 percent of the population agriculture (cop farming ard tvestock' producion) Is the dominant iveihood system The typical defining characteristic ofthe secor stat low and variable productivity ana production, tradttonl mode ‘of farming system, and ependence on rainfall. Some industial and manufacturing ‘establishments are booming In recent years in imited urban areas but the sect, including the Service sector, accounted only for between 20-25 parcent of the Regional Gross Domestic Product (RGDP) Food ineecutty, povery and destition i significant bah in urban and rural ‘Access to basic services such as water supply and sanitation, education, primary heslth care services, road and transport facies though Improving in recent years, they are Inadequate and in most areas inaffcient. In 2008, only 86 percent ofthe population has access to safe inking Water, leas than 20 percent ta one or more forms of eatin. Over 20 peoent of fist cycle primary and almost two third of second cycle primary schoo! age population have no access fo Primary achiestion uith substantia variations among wrendan Primary heath care services uch a2 famiy planning, conta of communicabla cisaares, access fo physica! heath facies are not only imted, but also services are geographically skewed and inefient (BoFED, 2007). Epidemics and other forms of morbidtes, enild and maternal martaltyratos are stl high with ‘the highest prevalence inthe remote and inaccessible lowland areas. The road density Is only ‘Ths intemal Boundary does not include borderine between Crome and the Somat regione! ste Tata Dostgeee Ooms PETES oS SNe STA Tena wane ~201~ TRENT MULT. SECTORAL DEVELOPMENT PLANNING IN OROAA REGIONAL STATE Sper 20 40 cms per capita, and the largest proportion ofthe land surface ofthe region lacks adequate ‘ed links an transport facies In general the region isnot only an area of relative potential, but also an erea wit the highast incidence of poverty, food Insecurty, acste and chronic maiutriion, progressive and serious environmental degradation, high population growth, chi and matemal mortality and incidence of dscases Cognizant of these development constants, the regional gavecrment adopted planned ard sustainable development approach to reduce poverty and Improve the welbeing of the population, which fed to the creation of BOFED, among other various inituton forming the gional State of Oromia. ae STRENGTHENING MULT. SECTORNL DEVELOPMENT PLANS N OROMA REGIONAL STATE, Septet 200 5, SITUATION ANALYSIS OF DEVELOPMENT PLANNING Flowing the demise ofthe Derg! Regime, Ethiopia has gone through a sares of politcal and fsconomie refoms that beloved to have’ shown signifeant socio-economic trantormation ‘Those successive transformations have been effectea wih succassve proclamation enacted by the Transtional Government and later on by the Federal Demacrate Republic of Ethiopia, National Raglonal Sal Governments were cetalshed inthe early 1000s, with Proclamation No. 7/1882 which created a foundation for self government, regionalzation anc federalism, polticl devolution, and equally among nations, natonalites and peoples wih stiong deliberation on ‘ethnotinguiste division of ration to eneure self determination and the righs of nations nd natonaliies. Further decentralization, which led to more or less self rellnce, and Sidminstation, wae eneured by Proclamation Number 33/1992 of te Transitional Government ‘which refers to the fiscal deventalzation with dtinet fecal functions and responsilites between the federal and regional goverments (Tegogn, 1998, Mehret, 1998, TCE, 1992) Foloning these Proclamations and. the eetabierment of the regional states, varout proclamations wore promulgated that sustained the dovontralzaion processes, el (government, devolution of power and dues, to further lower regional government hierarchies Even though such decentralization has primarily poltical objectives, fundamental goals and functons of ue devertralzation is promotng pepular paricpaton, empowerment, local resource mobilzaton and eficent utllzation, good and fesporsive governance, sustained economic growth and. development, prot and. demand based rational socio-econome. Panning. Decertralzation also Improves vertcal and horizontal nkages between inituions fand development of democratic organczations that arch further development “Though decertrakzstion has many facets of pital, economic, social and cutual advantages, Ithae alse many drawbacks, which need crtcal consideration, parley when one deals wth ‘economic progress and development Decentralization, on te one hand, ie growth promoting i Adcressing the basic soco-economic needs, praiies and rational resource allocation, and on {he other deventrazaton ental democratic governance, development insttutons, adequate \verteal and horzontal linkages and too many actors and stakeholaers to address equity which leads to allocation of resources tothe marginal, less productive and unviable spatial areas and programmes. This debate aso refers not only to inter-regional deviations in encowments and Conetains, but ago for sub regional entitles such as weredas and Kebeles. The citcal challenge for regenal and multi-sectoral planning at sub national level is to harmonize the ‘growth and equty side of development often laden wth pltcal motives ard endless demancs Bising from the grassrects level (Guimaraes, 1998, Wen, 1908). The varatons between Fegione and sub regional entities also naed a scutny of programmes and projects, poles and statoges to full both the equly and growih noeds. The potential and constrains of evelopment level n each regan or sub regional ett ofan vary considerably. Subregional OF sub national nites vary in access to Infrastructure, agricultural and industrial development income and employment pator, resources potentials anc constraints. Undeveloped regions or ‘subregional eniies need ful ervenion of the regional or the federal government fo create ‘eppodunites fer investment. growth and infastucture expansion. These need. substantal {nancial human and material resources than others. Underdeveoped areas though reatvely beter they also need priory than the relaively devetoped spatial entities. The depressed regions or sub regional enives need urher revalzation and injection to promote futher aviary junta who ruled Etepa Deweon 1675 teary 191 a STRENGTHEN MULT SECTORAL DEVELOPMENT PANN I ORCMA REGIOMAL SATE epee 208 evelopment though such types of areas are not existent in Ethiopia due to low level of socio- feconomic development in the regions. ‘The tue example of such deviations in devetopment lovel can be sited refering to tho variatons betwoon Addis Ababa and other urban areas, pastoral and nen-pastorl areas, the lowland and the highlané, the marginal and non marginal ‘teas, These development gaps and variations cannot be Improved without sound evelopment planning (whether regions, multi-sectoral comprehensive bottom uptop down, Centralized, of location planning systems). Such vations are further exacerbated when ‘economic epamess isthe major palcy, resource Imatons are eical and dependence on private investment which are crial factors for regional or rational davelopment. Openness Feads to concentration of esonomc aces in Tew places, resouros limitations compe the {Joveramert to focus on strategie areas and sectors at the expense of marginal areas, and private sector investment wil concentrate on very few Viable projects and programmes often located In areas endowed wth infastucture , low wage, skiled manpower and markels (Kukinisl, 1878). In most ofthe developing word ike Ethiopia such deviations and constraints lead to scouring and searching for local resources which lea to local economic development and further decentalzation of powers to grassroots level. Current devenralzation of powers ‘and planing functons to waroda ovals art ofthis endeavor to tap local resource, Improve ‘community parteipston, expand cevenue bases, empowering the sommunty and to ensue ‘Sustainable development, which adéraes the neede ofthe population. Furhermoce, where the ‘concentration of private Investment plays a mor rle inthe overall economic development and ven these investments are concentrated in few areas the overall development ofa region or {ub regional entites wil lead to polazaton ‘and. dual economic grown wih consequent Increasing inequaity, employment opportunites, and wel-being, Devetopment planing apert {fom improving such extemal, also contibutes tothe development of the cisacvantaged ard marginal areas, socioeconomic groups whose welling wil nc be improved whetever poles, land strategies for market and private oiented development ave In place, Some efese are ulperabe. to. various shocks for example food. insecurty. chronic poverty, rescurce Gegradations,insecury and always under volate poltical and natural situations, which threaten the feof miians of people. There are also a ruber of areas with erent potertlties whieh ‘deserve special consiceraton to eniance averal seco-economic development Such issues ‘oud not be adresse with equity consideration ony, without taking nto account the inherent potentials. and constraints within ai spatial enttes that form the national or regional states, Budget alacaton (eased on similar eteria for all) does not brng the desired level of growth or ‘eaully and at the same ime promote the sustainable utiizaton of avalaole resources. Soma of the planning procedures and systems in most of the developing ward, Incuding Ethic partoulary among theee vito pursued the poleal decentralization suffer frm mis alocation Of resources, and at the ‘same time unhealthy investment on non-able development ‘endeavors. In general, in action to the poitical cimension, development planning partculrly forthe ragons is'& major tool fo guide and manage economic development, sustained growth and ‘eau, proper management and utilization of resources, promote genuine paricipaton and Inousive and. democratic economic gavemance (Conyers, 1908). True economic panning, ‘farefore, goes beyond the calecng and organizing of cata ard inking with budgets and flow Lup its mplomertaton It rather neaceratonal,lona term ard sratonc thinking, balancing the ‘opportunibes and threats, impacts and cutiomes of planned infervenione. bulding” ana ‘analyzing alemative dovelopment scenarios and above all the knowfedge of the potentiats and Constraints of the spatial and temporal Planning horizon, a5 well = means and methods of tapping resources and achieving goals. When the technical and professional capactes are ‘adequate, to consider the technocratlc aspect of the panning, the malor Issue Is fo assess the insttutonal, resource and Implementation capacity of all levels of government and planning awit: STRENGTHENING MULTE SECTORAL. DEVELOPMENT PLANNING I CROUA REGIONAL STATE, Speer 2109 insttutone and rect stakeholders, Where there ie inadequate inttuonal capacty (with working processes and procedures, accountabis and mandated with clear cbjectives and Fesponsiittes), planing isa simple exercise and manipulation of fgures. Instutonal capacty Geveloped at all levels though nt a panacea for alents of development panning, iis & Precondition to formulaton and Ietiieaion as well as impementalon of programmes and Projects. These inttutons, on the other hand, must tbe equipped wit methods. and Fechnologes of local development planning, materals and gadgets that save time ard skis, Adequate fund for mplemortaton, monitoring and erica! valuation of culcomes and impacts Insttutons without klled manpower, dear dutes and responsblties, deficient of working pace and essential melee and furde are no more than physlealInrasbucture. The ‘docentralzaten of pianring, therefore, exonds requrements and needs for resources. Wih Adoption of loca level paricipaory development planing, to ensure participation and sustained [razerocts development he amount of resouroas needed to manage the development planing process expands othe extent that could not be managed by simple stuctues eter at regional ‘oF zonal levels. Decentralizaton can also prove efficiencies, sustainably and relevance of development intervention, since ft inproves prio seting, opportuniies and mobiization of local resources (both material and soda), 5.1 Development Planning in Oromia Region Cveral, socio-economic planning in the region js @ mandate of the BoFED, whish passed through @ eras of reforms since ta establishment in the tansttonal period. Ae cecussed above, the structure ofthis institution was limited atthe zonal level through which woreda level Sector plans were channeled tothe region. The bureau was organized, atthe tne, Into four mmaer planning separtmerts. These Planning depariments Incude the production sector Planning department responaioe forthe planning of agricultural and ral development sectors, Ineistry and infastructure development ane urban planning. The macro-planning department \was supposed fo plan the overall regional macro-economic eating In addition fo Invaving Feglonal income accountng exercise. The department a the time was engrossed in aggregating Plans and implementation reports prepared by ather departmerts inthe bureau rather than collating and intarating the outcomes and Ikely impact ofthe plans and the gap arising inthe planning period. The social, economic, cultural and potlcal constraints of regional and local ‘evelopment planning, policy and some strategic studies were aught to be the responsibly of {his department eventhough lis perormance was by far unsatisfactory. The socal and ‘ecenomic Hanning department wee responsible forthe planning of socal sectors (patculary ‘educaton health, sports and culture, and others) and nay the physical planning department Served as informaiton and database ofthe bureau mainly involved inthe praduction of statistical abstracts, maps, alases and compling and organizing sector data. The type of planing a the time was also sectoral planing where wereca and zonal sectors as Well a8 Teporal level ‘bureaus prepare their plans tobe aggregated anc scrutinized by the bureau, The bureau at the time also tchricaly supported diferonsoctor organizations in feasbity study and crea appraisal of development projects anrwaly submited for financing. ‘The vertcal and norzontal Felations betwoen the federal ad the region, the region and zones as well as sector offices and Sureaus vas mere or less slisfactory except forth planning system which was sorinated Py tector offices’ Tho relation between the MoPEDand the bureau was that of tochica’ Implementation feedbacks and regular repoting wae routne and trong. Though ‘sich relationship has been ulul and necessary atthe tie the BoPEDof tho Region had more Felatve autonony trom the center then the petod of central planing system, which extended between 1078 fe the end of the Derg period. The relationship Eetwoan zonal love! planning and one TRENGTHENNG MULT. S€CTORAL DEVELOPMENT PLANNING OREM REGIONAL STATE, epee 208 that ofthe region is more or less informational than par of the whole in local evel development planning. Though the zonal planning depariments charged wih the functions of planning of \wereda sector and zonal eector plans, these plane were not actualy considered inthe regional lan. The main causes were, fst the regional sector offces were dominant and responsible for the overall coordination of programmes and projects. Second, the sector offces cught to Incorporate all wereda and zonal level programme plans into thelr annual, medium and long {erm plans wth major adustments. As aresut, most of he planning figures and targets, budget and actites fom the two channels coulé not coincide. Third, the budget alecation and linking the bidget with planned programmes was the responsbity of the regional BOPED and that ofthe sector bureaus atthe regional level. Once these budgets were amended by the Feglonal government and the counel, the sector offeos were responsible to cstibute the flooated budget Va the zones to wareda sector ofees’ Thus, within the framework of the Fegjonal development planning, planning was more a less top dawn, with weak paricipation of all stakeholders paricuialy weresas and ebeles In the region The budget alocatan was Supply based and mainly cates by the numer and viaily of projects, major development (geps and varatons between weredas and zones in spec social and. economic Infastuctues. ‘The alocation of budget Between goctore euifered fram weak linkages with the ‘egonal macro-economic devetopment and potiy goals and cicated bythe procedures ofthe MoFED, the regional council and the government. Criical shortage of fund and financing resourbes, weak revenue base and weak planning ard executing isttutons, weak private sector expansion, lack of clear methods of planning and poor level of decentralization, Inadequate resources at all levels were mor crpping factors ofthe planing system of tho petod Eventhough thera were crial institutional, oranizstonal and technical shortcomings in that ered, the then BoPED was 2 leading inituton In the region in bulding capacty, technical backstpping,parteulary in method of panning, monitoring ana evaluation, project preparation land appraisal and promoting various stuces of relevance and laid the foundations ofthe current Planning system in Oromia This planning procedure served up othe end of 2002 and some reforme were made by merging the former separate bureaus of Finance, Planning and Economie Development to form the ‘utret Unifed BOFED of Oromia, The number of teams and departments were alse increased withthe mergers with more exparded responsiblites of both planning and fnancing. This topic {ios to belly investigate whether the changing atmosphere of the planning systome are to ‘expectations refering tothe current daveiopment planning methods, processes and procedures ‘a well as capactes that ink nsitutons ane organizational structures 5.1.4. Current Planning Methods and Levels Regional development planing isnot new to Ethiopia, I served the purpose between the early 49608 tothe end ofthe Derg period in the form of growth carter, regional and zonal planning within the framework of cental panning. The sociopolical setting and principles of sa ‘Dovsmment, detachment from the rhetare of the carva planning system, ae al a the Need {fr popular’ partcpation and decontralzaton, neccestated the transformation of rogonal planning models tof info current eocceconcmic and soc-paltica’ system. This system of planning (itegeting the whole sum) was something new fo the new emerged regions that fften at times lacks adequate skill and experiance, resources as well 8s capacties In rgional planning. As a result, the development planning at sub national levels dwells for bie peri of ‘Taattan bone oa EET E OTT ETAT TTT a OO STRENGTHENING MULT. SECTORAL DEVELOPMENT PLANNING I OROMA REGIONAL STATE Spare 2002 cover tan years, on exercising similar processes, procedures and methods inerted from the ‘antral planning system ‘At national evel, trae types of planning methods are considered important in planning soci feconomic development. First, nferegional development planning, whieh depends on the ‘Isaggregaton of plans into regions (rine regions and two ctl) and which also includes macro-seonomie planning (Gatachew, 1997). These plans are @ mere allocaton of annual fjovernment budgets to these regions than comprehensive regional planning expressed and Included nthe overall natonal planing system. The regonal budget allocations tothe regions ‘though changing trom year year depends on area, population, development level and ‘capacly of implementation. This form of allocation was supposed to consier both equty and ‘ffcinty aspect of development and ihe planning systom. Yet, there are a number of arguments in the budget allocation criteria om the baginning of is adopton to-date (Tegegn, ‘908). ‘Current Oromia adopted the wo way paricpatary planing system (betom up and top down) to improve th paterpation ofthe communly and stakeholders, fo empower te weredas and 0 facitale the Gacertralastion processes, to ensute balanced gromh between regional ‘geegraphic entities and for athe soca, ecanomie and pial reasons. The two way planning System, ofon caled integrated partiipatery development planning, is a recent inroduction folowing the devoluton of power and functors to the wereda level goverment organs. Unt recent however, two planning methods are used inte region in general ‘The fist and the oldest planning system, in the county, is sectoral planning. The sectoral planning lagen with goals, cbjectves and targets as well 2s stategies fo achieve the desired (eas In agrlouture, Indusry and service sectors turer dsaggrogated into varicus institions nd organizations often refered fo as Suread at regional, offeos atthe zonal and woreda levels. Curent, there are a number of bureaus and sector offces, commissions and futhortes, ich are involved in regional development planning and respansibie for preparing ther oan sector annual, mecium and long-term development plans. These pian are futher prepared and organized on annual basis eihor to materialize medium term plan, long-term bSbjectives o fo solve short-term socio-economic probloms. The medium term sectoral plans are prepared for fve years and Implemented annualy by deaggregating Info one year detall evelopment plans. The longterm plans are designed {o achieve longterm goals and to facdrese longterm scdoeconomec problems. The sectoral plans, prepared by the sector inattutons, ae regulary submited (the feglonal BOFED and the ZoFED at zonal level The Zonal lvel Finsnoe and Economie Development Offees, however, have no mandate in planning ‘xcept for complaton of secor plans from weredas and zonal sector offces. Though zonal and ‘woreda lovel seclerinstiuione were supposed to prepare thelr plans, the dominant role and Tesporaibity are that of the eeclor bureaus at regional level for the reasons briefly stated above ‘The Regional BOFED is mandted fer the mosfcation, appraisal and budgeting of the sector plans taking into account the franca! resources avalable fr the period (subsides from the {edora!"goverment, internat rouces nd. communiy rmobization ‘ahd hers) it I alsa responsibe fo appraisals of projects and programmes prepared and submitted by the sector bureaus prior 10 the begining. of the next planring period o that viable projects and programmes wil be Included in the sectoral development plans. The modfied, appraised and budgeted annual development plans are submitted to the regonal government. Al the sector bureaus participate onthe series of mectings with the regional planners fe defend their budgets, programmes, foealoral detibtion of projects and. prog ‘wall budget heaving WhantTeebpoen cans FTO m1 STRENGTHENING MULT. SECTORAL DEVELOPUENT FANWNG IK OROMA REGIONAL STATE, Spb 2 workshops. The sectoral planning method lacks, in most cases, participation of grassroois Insitutions, cisaggregation of plane into small une of planning, lack eles! consieraton for local varialons andl rooms to entertain equly snd potentials for cevelopment. The sectoral planning systom le also popular atthe federal and regional vals The BoFED aggrogates the final approved plans into documents, which wil assume the mul-setoral plan simpy because 'conses of al sectors active inthe ezonamyy of he region Even though ther dues and responsbilties, names and status vary from ane bureau to the ‘ther, panning and programming sections exh every sector bureaus and ofces, responsible {or data colecton and analysis, project preparation and feasibly studies, planing, monitoring ‘and evaluation. The planning activity, 35 tated above, starts flor the kebele level for some nd passes trough wereda and zones 10 regional sector bureaus. Tinking with the budget isthe responsibiy ofthe planing and programming sections of he sector bureaus. However, eres! capacity in feasbltyetucy ard Ble projects and programmes, over-omphasis on prysical mrastucture evelopment, Weak database systems at al levels, oor communication and links botwoen the \weredas and the regional bureaus, extended bme consuming acbvites, lack of focus en basic evelopment issuce linked with goals and objectives and cther managerial, administrative and insttutonal problems cripple th efficacy of panning at sectoral levels. Most f these problems ‘are refeced inthe consistency, reliably of regional plans and the effcency and capeciy of the regional BoFED. In general, sectoral pians have few rooms for partcipaton, sue from poor resouree mobilization, poor decision making at lower planing levels, nadequae pricy setting, weak oonsiderston fr spatial varaton and weak inkages with the dynam regional goals and objectives. ‘The second planning method i introcal devlopment planing often known nthe Irate 36 Local Economie Development Planning (LEDP). Intorocal development planing is plarning fexercite at the sub regional level Inching zones, weredas and Kebeles. The Interlocal Planning ‘methods advocated for its potential io enhance ‘popular participation and fempowerment of stakeholders and communities, is focus on problems and priori of local wel development needs, sustained growth, efidency in mablizaton of local resources and respect forthe eis and capacties oflocal cammunites and stakeholders to achieve bath short Tong term objectives and goals. Interlocal planing system is futful where there are ‘enabling insttutons at all levels, fiscal and poltical decentralization to lower levels are in place, filed and. adequate human resources ae avaiable for planning and implementing ‘evelopment projects, as well 3s relationships between local actos ard stakeholders are ttronger_ This ype of planing, though existed since the astabeshment of the regional state and ‘he BOFED, the panting at wereca and Kebels levels Is @ new agenca which came into ‘existonce since 2002’ at Woreda and in 2007 at Kebele Ievels. The wereda Finance and Economie Development ang Kebsle planing insttutons were established folowing the sal ecentralizaton of the 2002, which gave deciler-making power and reeponstiiies almost ‘iia to that of th regional government. This devolton of poner and functions are reinforced by fiscal decentalzation, resource shang belween the regional government and weredat ffoedam of allocaton of budgets, capac bulking and other necessary instrument, which enable 0 achieve the. goals of the local and regional development Aa a rosil Inarines| planning at woreda level serves beyond the purpote of data and Information gathering and Implementation of regional plans. Interlocal planning though has a numberof advantages in all spheres, is application depends onthe efclency and capacty of existing resources, techical ‘and management capabity at the lower planning level. The demand for sklled human ecoureas, the need for upto-date Information and communication sytem, strong Inkages between ciferent actors and stakeholders, cear share of reeponeibllies and aocountabiy, =o STRENGTHENING MJT. SECTORAL DEVELOFUENT FLANNG IN OROMA REGIONAL STATE, Sapte 08 ity to identity and prorize development objectives and programmes. As the number of these planing bodies at grassrocts level increases, the demand fr these resources become Crutlal Economies an clseconomies of scaie become very tveatening where there Is no ‘adequate expartise in these issues. The endess demande arising from lower level and the Shortage of funds and inadequate financing systom fusrate implementation capaciies and Unhealthy competion for scarce resources among the lower ergans.. Information is cical flement af hs level for the overal planning. The data and Information from tis level Is fundamental to the overall ginal Gevelopment planning exercise. This necessitates Upto: date Information and communicatan systems such as inking the canter with faxes, telephones land web connection for fast flow of Information. The need fer tecnica backstopping increases ‘uth futher decentralization at upper level, which slo demands more resources. Consiaring all is demands inthe wold of resource scary, Interlocal development planning saves as one of the growth promoting netruments at lower level and to sustain outcomes as wal ae to franco resource poor pianring by tho poor themselves (Kukinisk, 1878) This local development Planning includes 6350 rial and urban Kebeles, 204 weredas and 18 zones. According tothe BPR cocumont and study of BoFED, each wereda wil have one office supported by ring professional staff and each kebela wil have one data and Information management wok ‘Supported by ache commitiees ergarized from sector office workars active inthe kebele. The planning procedure ana information Tow is simiar tothe regional planning exercises except is ‘0p, ancing modalities and te level of tall of the plan In general, the diterence between the sectoral and interiocal parsing is that of scope and ‘ounership of th plans. Te sectoral plans are prepared by the sector offices (water resources, ‘gfcuture and rural development, healty and education, sport and cuture and other relevant Sectore and organizations) and Inierocal plan Ie an aggregate of all sector plane at kabel Wwereds, zone and regional level and represents the overal socioeconomic plan of the region. ‘Thora also area spect planning which often referred ae intr local planning such as pastoral area development, safely net programs, ec. At curt state of planning both planning are Siar in fundamental contant. 2. stil they are aggregates of sectoral plans at ferent levels of planning and acministratvePierarcies. 3 The worker i referred with ferent names in the BPR document The planning and information worker rn panning and buagotng BPR document, cata ad ivermaton worker BPR cecument of a contr fr reparation, analysis and deeemnaton of ata and nirmation anne kebela manager I the were Eormnicravve sstre STRENGTHENING MULT SECTOR DEVELOPMENT FLANNNG IN OROMA REGIONAL STATE, Seb 208 (at: Crit cat epee ne ee rece 5.1.2 Procedures and Processes of Development Planning ‘The organizational structure of planning institutions in Ethiopia and in mst regions flows administrative and potical structures. But in most regions, his trecture extends tothe wered land kebele levels fo eneure the patipaton of cilzens and stakeholaers inthe planing and implementation procestes of development projects and programmes, Ir Oromia, the development planing is exercised at four levels folowing the fiscal

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