CAPACITY-BUILDING PROGRAMME FOR CITY LEADERS IN ETHIOPIALOCAL ELECTED LEADERSHIP WORKSHOP

FROM 16TH TO 20TH FEBRUARY 2015 IN ADDIS ABABA

WORKSHOP OVERVIEW

Background

Leadership is the single most important factor in determining the success or failure of any country globally. There is a strong correlation between a country’s economic development and the quality of leadership both at the national and local levels. The efforts to accelerate the structural transformation of a country’s economy and to leverage the opportunities provided by urbanization will require significant up scaling of the capacity of leadership in planning and management of the urbanization process.

A person becomes a leader when a leader is needed and the individual rises to the occasion. Ethiopian city mayors rose to the occasion when they stepped forward and accepted the leadership mantle and all that it entails. As mayors play their multiple roles, they need to be competent in various leadership aspects.

Realizing the demanding nature of the mayors’ position as leaders and representatives of diverse stakeholders in Ethiopia, MOFED and UNDP requested UN-Habitat to design and implement this training whose main aim is to enhance their capacities in providing effective result-oriented leadership in their cities.

Target groupThe workshop will be attended by 40 mayors from Oromia Region

Facilitators Lilia M. Blades- UN-Habitat’s Focal Point for LEL Training in Ethiopia Yuka Terada- UN-Habitat’s Focal Point for CPEDU Samuel M. Githaiga- UN-Habitat’s Leadership Training Consultant

Objectives To strengthen the capacity of mayors in providing transformative leadership in the

implementation of the Ethiopian Cities Prosperity Initiative (ECPI) To provide a forum for the city mayors to discuss leadership challenges which they face as

they strive towards providing quality services to their citizens.

Coverage highlights Principles of good governance Overview of the Local Elected Leadership roles and competencies Leadership and representation roles Communication Decision-making and problem-solving

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Using power Policy-making

Methodology

A blend of various participatory adult training techniques will applied throughout the workshop period to include group discussion, short lectures, case- studies, role-plays, demonstrations etc.

WORKSHOP TIME – TABLE

Time Activities RequirementsDAY 1

8:30am-10:30am Participants arrival and registrationOpening CeremonyClimate setting/Rapport development games and exercisesPrinciples of good governance

Registration forms

Opening programmeVarious exercisesExercise form and power point

10:30am-11:00am Tea Break11:00am-1:00pm LEL roles and competencies

overview)Leadership wheel handout

1:00pm-2:00pm Lunch Break2:00pm-4:00pm Role1(Leadership Role) Handouts and power point

4:00pm-4:30pm Day’s climate gauge/evaluationTea Break

Flip chart paper and ballot paper

DAY 28:30pm-10:30pm Previous day’s progress review

Role 2 (Representation role)Handouts and power point

10:30pm-11:00pm Tea Break11:00am-1:00pm Competency 1(Decision-making) Handouts and power point1:00pm-2:00pm Lunch Break2:00pm-4:00pm Competency 2(Communication) Handouts and power point

4:00pm4:30pm Day’s climate gauge/evaluationTea Break

Flip chart

DAY 38:30am-10:30am Previous day’s progress review

Competency 3(Using Power)Handouts and power point

10:30am-11:00am Tea Break11:00am -1:00pm Action Planning Development Action planning templates and

PowerPoint1:00pm-2:00pm Lunch Break2:00pm-4:00pm Evaluation4:00pm-4:30pm Closing of LEL

sessions

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WORKSHOP PRELIMINARIES

IntroductionsWelcome remarks by the hostHost introduces the MOFED, UNDP and UN-Habitat representatives then the trainersParticipants introduce themselves in pairs

Expectations and fearsIn the plenary participants are asked to indicate their expectations, fears about the workshop.

Value additionsIndividual participants will inform the plenary the relevant knowledge and experiences in the area of leadership which they are willing to contribute to the workshop.

Programme presentationWith reference to the time-table present the training programme to show concurrency with participants’ expectations

Rapport development/ice- breaking exercisesVarious methods and exercises will be used with the main aim of making participants feel a part and parcel of the workshop. This will include the following among others: Types of workshop participants Square divided into two Next symbol in the series We are all equal

Setting workshop norms/house rulesThe answers to the following two questions will translate into the workshop norms/house rules: What can we request each other to do in order to make this workshop a success? What can we request each other not to do in order to make this workshop a success?

Workshop management team developmentTo encourage interaction and active participation in workshop activities a workshop management team will be created to comprise: Chairperson Time manager 3 Reporters

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SESSION PLAN 1: PRINCIPLES OF GOOD GOVERNANCE

Objectives:At the end of the session participants should be able to:

1. Explain why we have cities/local authorities2. Discuss the principles of good governance and their application in the Ethiopian cities3. Evaluate their cities adherence to the principles of good governance4. Relate the principles of good governance to the leadership roles and competencies.

ProcedureSteps Activities Method FacilitatorsStep 1 Pose the question, “Why do we have

cities/local authorities?” to the participants.Record the responses on the flip chart.Display a power point slide showing why we have cities/local authorities

BrainstormingPlenary discussionPower point presentation

Step 2 Defining govern, government, governance and good governance

BrainstormingPower point

Step 3 Group ExerciseDistinguishing the properly governed cities from the poorly governed ones.

Small group exercisePlenary presentationPower point

Step 4 Exploring the characteristics of good governance

BrainstormingLecturette

Step 5 Individual reading: Principles of good governanceExerciseCity-specific evaluation of the application of good governance

Individual exercise

Completion of individual good governance matrix

SESSION PLAN 2: LOCAL ELECTED LEADERSHIP ROLES AND COMPETENCIES

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Objectives:At the end of this session participants should be able to

Define leadership and management Explain the leadership roles and competencies conceptual framework Identify the most critical competencies for improved service delivery in their cities Explain the relationship between the leadership roles and competencies, and the

principles of good governance

Procedures:

Steps Activities Methodology FacilitatorsStep 1 Development of common understanding of

leadership and managementThrough a brainstorming session, gauge participants’ understanding of the terms leadership and management.

BrainstormingDefinitions on the power-point

Step 2 Conceptual framework of leadership roles and competenciesUsing the leadership wheel illustration explain the 12 roles and competencies concept

Plenary discussion and then power point slide.

Step 3 Short lecture: Understanding the 12 roles and competenciesInteractively go through the 12 roles and competences handout

HandoutPower point slides

Step 4 Individual city-based exercise: Gap determination exerciseDetermination of the individual cities’ competencies deficiency using a pre-prepared form

Individual city competence handout completion

Step 5 Group Exercise: Understanding relationshipsEstablishing the relationship between the specific leadership roles and competencies and the principles of good governance

Group work followed by plenary presentation

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SESSION PLAN 3: LEADERSHIP ROLE AND COMPETENCY

ObjectivesBy the end of this session, participants should be able to:

Define leadership Relate leadership to the day-to-day life situations Explain the various leadership attributes Highlight the critical leadership challenges in their country Determine strategies of addressing those challenges

Procedure

Steps Activities and slides Methodology FacilitatorsStep 1 Climate setting exercise :

Give the “Silly little tale” of Everybody, Somebody, Nobody and Anybody. What is its message?

Brainstorming

Step 2 Ask: “What is leadership?”(Ability to influence other people)

Brainstorming followed by discussion and then slide.

Step 3 Ask: “What is most memorable leadership experience?”(Lesson learnt : Effective leadership is notable during the times of crisis )

Experience sharing from 3 volunteers

Step 4 Ask: “Are leaders made or born?” Leadership implies followership Without followers one is not a leader. Leadership is a management function

specially reserved for people.

Plenary discussion lecturette

Step 5 Leadership attributes Name any 2 well known world leaders of

the last century (one bad, one good) List any of their 2 attributes worth

borrowing.

Group discussion

Presentation to the plenary

Step 6 Leadership challengesWhat do you consider to be the three most critical leadership challenges facing local authorities in Ethiopia?

Discussion in pairs reporting to the plenary

Step 7 Remember: A leader is one:

i) Who knows the wayii) Shows the way; andiii) Goes the way

Lecturette

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3 Cs of leadershipi) Character – Trusted, dependable,

integrityii) Competence – Knowledge, skill,

Abilityiii) Care – Concern for the people

Step 8 Final words: A leader is one situation is not necessary

a leader in another situation “Leadership is the cause; everything else

is the effect” J.P. Kotter

SESSION PLAN 4: REPRESENTATION ROLE AND COMPETENCY

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OBJECTIVES:At the end of the session participants should be able to: Define representation in their local context Explain the difficulties associated with representing people Demonstrate their understanding of various forms of representation

PROCEDURESteps Activities Method FacilitatorsStep 1 Climate setting

When you see or hear the word “Representative”, what comes in your mind?

Plenary discussion

Step 2 ExerciseDevelop a common understanding of the term representation by discussing the following questions in 5 groups

What is representation? How is leadership related to

representation? Who do mayors represent? Differentiate between good and bad

representation Why is representing people difficult?

Group Exercise

Plenary presentation

Lecturette

Step 3 Explain the various forms of representatives and have participants give local examples.

Delegate Trustee Elitist Universalist Advocate Patron Ombudsman

Lecturette

Powerpoint slides

Step 4 Demonstrate that representation and good governance share common values by revisiting the principles of good governance

DiscussionHandout references

Step 5 Final words.Both elected and non-elected officials play the representation role.

SESSION PLAN 5: COMMUNICATION ROLE

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ObjectivesAt the end of the session participants should be able to: Define communication and explain how people communicate officially Discuss communication as a complementary competency to all other leadership roles and

competencies Define communication barrier and recognize the various barriers in their official

communication Explain how to eradicate various barriers in their official communication

ProcedureSteps Activities Methodology FacilitatorsStep 1 Climate setting exercise

How many squares can you see?Individual exercise followed by plenary discussion

Discuss the statement below:

“We don’t see things as they are; we see things as we are”Anais Nim 20th Century French born American Author

Presentation

Plenary discussion

Step 2 Developing common understanding of various aspects of communicating competency by responding to the following questions in small groups What is communication? How do we communicate in our

offices? With whom do we communicate in our

offices? How well do we communicate

Group discussion

Plenary presentation

Step 3 Discuss the complementary nature of communicating competency

Plenary discussion

Step 4 Exploring communication barriersThere are occasions when we have been misunderstood by others and vice-versa.

Group discussion

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Why?Present a summary of common causes of communication barrier

Lecturette

Step 5 In small groups lead the discussion on critical barriers of communication and how to eradicate them

Group discussion

Plenary discussion

Step 6 Relate the communicating competency to the principles of good governance

Handout reference

Step 7 Final wordGod gave us two eyes, two ears and one mouth, so that we can see more, hear more and talk less

Plenary presentation and short presentation

SESSION PLAN 6: DECISION-MAKING COMPETENCYObjectivesAt the end of the session participants should be able to:

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1. Define decision making2. Explain the various ranges of available decision making options3. Differentiate between good and bad decisions4. Highlight the decision-making styles5. Explain the seven step decision making process

ProcedureSteps Activities Methodology FacilitatorsStep 1 What is decision-making?

Decision making is choosing from among competing alternative courses of actionWithout alternatives one has not made a decisionA Decision is a judgement Brief discussionShare with others one decision you made that you are most proud about

Plenary discussions

Step 2 Discussion:Political process is about making decisions on behalf of others.

Step 3 Experience sharing on the ranges of decision-making options Present the various ranges of available decisions making options in the organizations represented. Let participants indicate the most common decision-making options in their cities

Lecturette

Plenary discussion

Step 4 Decision-making styles overviewThrough plenary discussion present the various group decision making styles.Group decision-making styles

Plenary discussion

Step 5 Decision-making processPresent the seven step decision-making process and have participants relate them to their day- to-day operations

Lecturette

Step 6 Relate the decision-making competence to the principles of good governance.

Plenary discussion

SESSION 7: USING POWER COMPETENCY

ObjectivesBy the end of this session participants should be able to:

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Define the term “ Power” Highlight their individual powers Explain the various sources of power Share experiences on the use and misuse of power Explain the consequences of good and bad use of power

ProceduresSteps Activities and slides Methodology FacilitatorStep 1 Climate setting statement

“Nearly all human beings can stand adversity, but if you want to test their character, give them power” Abraham Lincoln.What does it mean?

Plenary discussion

Step 2 Ask “what do you consider to be some of your powers?”

Brainstorming

Step 3 What is power?“Human force for achievement or obstruction that can be used individually or collectively for constructive good or destruction of other people and institutions” James Lucas

Discussion and noting examples

Step 4 What are the various types and sources of power?Reward and coercive - from the position one holdsPersonal – Expertise, information, image and proximity

Step 5 Good use and misuse of powerGood use of power - for the interest of the communityMisuse of power - for personal benefits and to the disadvantage of others. Solicit familiar examples to illustrate

Lecturette

Step 6 What are the possible outcomes of the abuse/misuse of power? Abuse of power usually leads to failure and replacement of leaders by people.

BrainstormingRecording of responses

Step 7 Final words Empowering is something we do to or for the

people. Power sharing is something we do with the

people. Power can and should be shared. Sharing power is not the same as giving it away. The more you share power the more you gain it.

Use candle sticks for illustration.

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SESSION PLAN 8: POLICY-MAKING COMPETENCY

Objectives:At the end of the session participants should be able to:

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1. Define public policy2. Explain why policies are not implemented3. List and describe the various kinds of policies4. Describe the policy-formulation process.5. Describe the qualities of a good policy

ProcedureSteps Activities Method FacilitatorsStep 1 Introduction

Ask: when you hear or see the word policy, what comes in your mind?Record the responses on the flip chart

Brainstorming

Step 2 Difference between private and public policiesIn pairs have the participants differentiate between private and public policiesHave groups present to the plenary.Record the responses on the flip chart for short discussion

Group discussionPlenary presentation and discussion

Step 3 Kinds of policiesPresent the different types of policiesHave the participants give real examples of the different types of policies

Short presentationPlenary discussion

Step 4 Policy formulation processSolicit from the participants the process they use in coming up with policiesPresent the policy formulation process

Plenary discussionPower point presentation

Step 5 Qualities of a good policyPresent the qualities of a good policy

Power point presentation

Step 6 Common terminologiesGo through the common terminologies in policy formulation and implementation

Power point presentation

HANDOUT 1 : PRINCIPLES OF GOOD GOVERNANCE

Mandates of Local Authorities

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Local Authorities are expected among others to:- provide services such as water, housing, health, education, recreation and infrastructure Regulate and control local economic and social development through enacting of by-laws Levy local taxes, fees, and charges to finance their needs

Introduction to good governanceGovernance is about the capacity of organization to provide the services and goods needed by citizens in an effective and efficient manner.Good Governance promotes decentralization and strengthening of Local Authorities whereas bad governance is the result of centralized decision making unpredictable legal framework, unnecessary red tape and corruption.

Good governance is about making decisions with the people and for the people. Good governance encourages and supports civic engagement. In order to achieve this, the capacity of Local Authorities needs to be strengthened.

Public Participation in GovernanceThis is a process of engagement between the government (central and local) and the public in order to achieve desired development outcomes. Through participation Local Authorities tap the potential of various actors in the development process.

This may include agencies representing various interests of community members such as NGOs, CBOs, FBOs, private organizations, women groups, neighborhood associations, the youth and professional organizations.

Characteristics/features of Good GovernanceGood governance is characterized by:- transparency accountability efficient administration of Local Authorities engendering democratic principles participatory decision making process

Tenets of Good Governance/How to achieve good governanceTenets of good governance include, but are not limited to:- Promotion of free and fair elections identification and promotion of a corporate vision ethical standard settings creation of an enabling legal and administrative reforms that support private and popular

participation in local authority management creation of effective information channels

Principles of good governance

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Sustainability Subsidiarity Equity Efficiency Transparency Civic Engagement and Citizenship Security

Elaboration of the principles of good governance

Principle Meaning Practical measures

Sustainability Balancing the social, economic and environmental needs of present and future generations

Undertaking consultations with stakeholders within communities in all aspects of development

Increasing green cover and preserving historical and cultural heritage

Subsidiarity The responsibility for service provision should be allocated at the closest appropriate level consistent with efficient and cost-effective delivery of services.

Ensuring local autonomy and accountability

Promoting decentralized cooperation and peer-to-peer learning

Equity Women and men must participate as equals in all decision-making, priority-setting and resource allocation process

Establishing quotas for women representatives and encouraging their promotion to higher management positions

Promote equal inheritance rights for land and property

Efficiency Being financially sound and cost-effective in the management of revenue sources and expenditure, the administration and delivery of services, and in the enablement, based on comparative advantage.

Delivery and regulation of public service through partnerships with the private and civil society sectors.

Promoting integrated, inter-sectoral planning and management

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Improving the effectiveness and efficiency of local revenue collection

Transparency and accountability

There should be no place for corruption in our organizations. Corruption can undermine local government credibility and can deepen urban poverty.

Regular, organized and open consultations of citizen, on financial matters and other important issues

Regular, independently executed programmes to test public officials integrity response

Establishing codes of conduct and provision for regular disclosure of assets of public officials

Creating public feedback mechanisms such as ombudsman, hotlines and complaint offices.

Promoting the publics’ right of access to information

Civic engagement and citizenship

People are both the object and the means of sustainable human development. Civic engagement implies that living together is not a passive exercise, people must actively contribute to the common good. Citizens, especially women must be empowered to participate effectively in decision-making process.

Promoting strong local democracy through free and fair elections and participatory decision-making process.

Establishing use of neighborhood advisory committees.

Making use of mechanisms such as public hearings and surveys, town hall meetings, citizens forums.

Undertaking referenda concerning important development options

Security Every individual has the inalienable right to life, liberty, and security of a person. Efforts should be made to avoid human conflicts and natural disasters by involving all stakeholders in crime and conflict prevention and disaster preparedness. Security also implies

Creating culture of peace and encouraging tolerance of diversity through public awareness campaigns

Formulating strategies and action plans addressing all forms of abuse against the person especially abuse against women,

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freedom from persecution and forced evictions.

children and family.

Raising awareness about the risk of disasters and formulating local emergency management plans.

Exercise: How is your city doing in this principle?

Principles Expected Features in an organization How is your city doing in this principle?Well Fair Poor

1. Sustainability Balances the social, economic and environmental needs of present and future generations.

2. Subsidiarity Allocates the responsibility of service provision to the closest level consistent with efficient and cost-effective delivery.

3. Equity Provides equal access of minorities and women to resources and basic services.

4. Efficiency Has a reputation for financial soundness and cost-effectiveness in managing and delivery services

5. Transparency and accountability

There is absence of corruption, ready access to information and high standards of personal conduct.

6. Civic engagement / citizenship

Citizens from all areas of the community have equal opportunity to take part in possible decision making

7. Security There is absence of persecution and other forms of abuse against women, children and their families.

HANDOUT 2: LOCAL ELECTED LEADERSHIP ROLES AND COMPETENCIESGENERAL OVERVIEW

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Roles/Competencies

Meaning

Roles and competencies

Leadership Ability to guide people and influence actionLeadership implies followership.Followers make leadersWithout followers one is not a leader.Leadership encompasses all the other competencies.

Representation Acting on behalf of othersRepresentative democracy vs participatory democracy.Representation role involves non-discriminatory representation.You represent many competing interests: economic, social, religious, ethnic, gender, age and geographic variables.

Competencies(COINEDPUFF)

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Communication Understanding and being understoodGiving and receiving feedback enhances two way communication

Overseeing SupervisionMonitoring and evaluationMandatory financial and compliance auditsOverseeing tools include strategic plans, periodic reviews, and report cardsEffective overseeing is based on trust between the overseeing and the overseen

Institution-building Developmental process that helps organizations gain and sustain the respect and support of the citizens based on its adherence to the principles of good governance. An organization becomes an institution when it succeeds being valued by others as important and significant.

Negotiation Negotiation is a process of deliberative interaction in which two or more parties with some disagreement or conflict seek to resolve their differences to their mutual satisfaction.Negotiation and mediation are different.Mediation is a third party approach to resolving differences.

Enabling To supply with the means,

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knowledge, or opportunity to be or do something.To make feasible or possible.Providing the means for others to get things done.Strengthening and empowering others.

Decision-making Decision making is choosing from alternative courses of action.Without alternatives one has not made a decision.A wrong decision is better than no decision at all.Elected leaders can exercise their legitimate decision-making powers by making, delegating, delaying, supporting and even cancelling decisions.No choice is always a choice

Policy -making Formal positions taken to support the implementation of goals.Policies should be made in consultation with those who will be responsible for implementing them and those who will be affected by their presence.

Using Power “Power tends to corrupt and absolute power corrupts absolutely “ Lord Action (1834 – 1902) British Statesman.Sources of power Legitimate power source –

Can be used to reward or to punish others

Personal power sources – (expertise, information, image and proximity)

Power can be used responsibly or irresponsibly.When you share power with others you don’t lose it.

Financing Making decisions about raising,

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allocating and expending public funds.Demand is always greater than the supply.Openness and transparency are the two most important good governance principles in financing

Facilitating A process where a man or woman who is acceptable to all members of the group, substantively neutral, and has no decision-making powers intervenes to help the group improve the way it identifies and solves problems and makes decisions.Making it easy for people to achieve their goal.Avoiding being a barrier of progress.

Roles/Competencies

Meaning

Roles and CompetenciesLeadership Ability to guide people and influence action

Leadership implies followership.Followers make leadersWithout followers one is not a leader.Leadership encompasses all the other competencies.

Representation Acting on behalf of othersRepresentative democracy vs participatory democracy.Representation role involves non-discriminatory representation.You represent many competing interests: economic, social, religious, ethnic, gender, age and geographic variables.

Competencies

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(COINEDPUFF)Communication Understanding and being understood

Giving and receiving feedback enhances two way communicationOverseeing Supervision

Monitoring and evaluationMandatory financial and compliance auditsOverseeing tools include strategic plans, periodic reviews, and report cardsEffective overseeing is based on trust between the overseeing and the overseen

Institution-building Developmental process that helps organizations gain and sustain the respect and support of the citizens based on its adherence to the principles of good governance. An organization becomes an institution when it succeeds being valued by others as important and significant.

Negotiation Negotiation is a process of deliberative interaction in which two or more parties with some disagreement or conflict seek to resolve their differences to their mutual satisfaction.Negotiation and mediation are different.Mediation is a third party approach to resolving differences.

Enabling Providing the means for others to get things done.Strengthening and empowering others.

Decision-making Decision making is choosing from alternative courses of action.Without alternatives one has not made a decision.A wrong decision is better than no decision at all.Elected leaders can exercise their legitimate decision-making powers by making, delegating, delaying, supporting and even cancelling decisions.No choice is always a choice

Policy -making Formal positions taken to support the implementation of goals.Policies should be made in consultation with those who will be responsible for implementing them and those who will be affected by their presence.

Using Power “Power tends to corrupt and absolute power corrupts absolutely “ Lord Action (1834 – 1902) British Statesman.Sources of power Legitimate power source – Can be used to reward or to punish others Personal power sources – (expertise, information, image and

proximity)Power can be used responsibly or irresponsibly.When you share power with others you don’t lose it.

Financing Making decisions about raising, allocating and expending public funds.Demand is always greater than the supply.Openness and transparency are the two most important good governance principles in financing

Facilitating A process where a man or woman who is acceptable to all members of the group, substantively neutral, and has no decision-making powers intervenes to help the group improve the way it identifies and solves

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problems and makes decisions.Making it easy for people to achieve their goal.Avoiding being a barrier of progress.

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IDENTIFICATION OF FIVE CRITICAL COMPETENCIES

Tick any five (5) competencies which need greater attention during the city mayors training

Competencies(COINEDPUFF)

Tick any 5

Give reasons for your choice

CommunicationOverseeingInstitution-buildingNegotiationEnablingDecision-makingPolicy-makingUsing PowerFinancingFacilitating

HANDOUT 3: LEADERSHIP ROLE AND COMPETENCE

THE SILLY LITTLE TALEOnce upon a time there were four people.

Their names were:Everybody, Somebody, Nobody and Anybody

Whenever there was an important job to be done, Everybody was sure that Somebody could do it. Anybody could have done it but in the end Nobody did it.

When Nobody did it, Everybody got angry because it was Somebody’s jobEverybody thought that Somebody would do it, but Nobody realised that Nobody would do

it.

So consequently, everybody blamed Somebody when Nobody did whatAnybody could have done in the first place

1. IntroductionLeaders are needed in all spheres of social life. There is an acute shortage of good leaders but managers are plenty. In every given situation everyone is a manager in his or her own rights but not everyone is a leader in every situation.

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J T Kotter once said that leadership is the cause but all else is the effect. The effectiveness of an organization is to a very large extent determined by the quality of its leadership. This is true even for our churches.

2. What is leadership? Leadership is the ability to guide people and influence action Leadership implies followership Followers make leaders. Leaders are not born Without followers one is not a leader Good leadership qualities don’t make you a leader A person who thinks that he is a leader and has no followers is just taking a walk. Leadership is a management function which is reserved for human beings only

3. Why do we need leaders? To bring order where there is no order To solve problems To influence change To give direction To have work done

4. Who can become a leader? Anyone can attract followers if he/she proves to them that he/she: Knows the way Shows the way Goes the way

5. Characteristics of good leaders Leaders are servants not bosses Leaders are teachers Leaders are peacemakers and must cultivate unity Leaders are visionary Leaders are men and women of integrity Leaders must prepare successors Leaders are selfless and always caring for others Leaders are courageous Leaders should know how to manage their mouth

6. 3 Cs of an effective leader Character – Trusted, dependable, integrity and attitude Care – Concern for the people Competence – Knowledge, skill and ability

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HANDOUT 4: REPRESENTATION ROLE AND COMPETENCY

1.0 Introduction

“If particular care and attention is not paid to the ladies, we are determined to foment a rebellion and will not hold ourselves bound by any laws which we have no voice, or representation” Abigail Adams in a letter to her husband John Adams, the 2nd President of the United States of America (March 31, 1776)

That statement was made when her husband and a handful of other remarkable men of their time were in Philadelphia drafting the declaration of independence.

In the same letter she added: “Do not put unlimited power into the hands of husbands. Remember all men would be tyrants if they could”

Exercise

Discuss the meaning and relevance of the quoted parts of Abigail’s letter, in the contemporary local and national leadership.

2.0 What is representation? By virtue of your leadership position you are also a representative of the people Representation is acting on behalf of another person or persons Representation role involves non-discriminatory representation. You represent those who

elected you and those who didn’t Representation is not limited to elected officials Representative democracy vs participatory democracy

3.0 Whom do leaders represent?

Leaders represent people with competing community interests- economic, social, religious, ethnic, gender and age related- Leaders represent diversity.

Discuss representation diversity in Ethiopian government, districts, cities and villages

4.0 Why is representation difficult?

5.0 Forms of representation

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Forms FeaturesDelegate. Expresses as clearly as possible the views and aspirations of the citizens he

represents and makes decisions based on those views and aspirationsTrustee Takes into account what seems to be best for the community as a whole

and then acts based on his/her judgment, experience and convictions even if the community may disagree.

Elitist Ignores demands from most constituents and take actions to direct resources to the benefit of upper income groups and business community

Universalist. Addresses the needs of all citizens using criteria of relative need to decide how resources should be allocated

Advocate. Obtains as much of available resources as possible for his/her constituents and seeks special treatment for them

Patron Craves to be recognized for delivering special treatment or services for the constituents who have supported him/her in the past.

Ombudsman Makes it his/her business to intervene whenever necessary to solve a problem between a constituent and an agency.

HANDOUT 5: DECISION-MAKING COMPETENCY

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1.0 IntroductionPolitical process is about making decisions on behalf of those you represent.Decision making is in the centre of elected leadership roles and responsibilities

2.0 What is decision-making?Decision making is choosing from among competing alternative courses of action

A decision is a judgement. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between ‘almost right’ and ‘almost wrong’-but much more often a choice between two courses of action neither of which is probably more nearly right than the other-Peter Druker.

3.0 Ranges of decision making options available Actually making a decision Delegating decision-making powers of others Delaying in making-decision Supporting a decision made by others Vetoing a decision favoured by others Cancelling a decision made previously Deliberately deciding not to make a decision.

4.0 Group decision-making styles (Adopted from Edgar Schein’s work) Decision by individual’s formal authority Decision by minority Decision by majority rule Decision by lack of response Decision by consensus Decision by unanimous consent

5.0 Seven-step decision-making process Awareness and vision

It starts with problems and opportunities, the primary reasons why any of us make those important decisions.

Building decision-making coalitionsOnce you decide to address either a problem or opportunity, it is important to think about who else should be involved in making the decision and the extent.

Focusing in on the problem or opportunityAvoid defining symptoms and solutions as problems or opportunities

Defining your goals and objectivesThinking about your goal and objectives in either solving the problem or taking advantage of the opportunity

Developing optionsThe ‘how to do it phase’. This determining the options available in making decisions

Deciding on a course of action

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Making choices Implementation readiness

Ensure proper resource mobilization and availability of a monitoring and evaluation (M&E) mechanism.

HANDOUT 6: COMMUNICATING COMPETENCY

1.0 Introduction exercise

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How many squares can you see?

The purpose of the exercise is to show how differently people can interpret the same experience.

We don’t see things as they are; we see things as we are. Anais Nim 20th Century French born American Author

2.0 What is communication?Communication is developing commonness of understanding between two or more people.

3.0 How do we communicate? We communicate through speaking, writing, gestures etc formally or informally. Informal communication lays ground for formal communication

4.0 With whom do we communicate in our organization? Our bosses Our peers Our subordinates Our customers

5.0 Complementary nature of communicationThe effectiveness of all other roles and competencies are dependant upon the quality of leader’s communication skill mastery

6.0 Causes of communication barriers Those you are communicating with may have different goals, values and views from

yours Your experience may be very different from theirs and you may fail to recognize these

differences when you communicate with them. Your status may intimidate those you are communicating with or even alienate them if

they resent the authority you represent. The physical set-up where the communication takes place may also be a barrier of

communication. Poor listening is a major communication.

7.0 Poor listening-Quotation

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“ To be able to really listen, one should abandon or put aside all prejudices. When you are in a receptive state of mind, things can be easily understood.But unfortunately most of us listen through a screen with prejudices, whether religious or spiritual, physiological or scientific, or listen daily worries, desires and fears.And these fears as a screen, we listen. Therefore we listen really to our own noise, our own sound. Not to what is being said”

Jiddu KrishnamurtiIndian Philosopher

HANDOUT 7: POLICY-MAKING COMPETENCY

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IntroductionMany organizations have written policy statements on certain aspects of their life. Often, those policies outline consistent and coherent behavior for staff and management. Policies can deal with a wide range of issues- leave, training, discipline, incentive schemes, and recruitment and so on.

What are public policies?Public policies are substantive decisions, commitments, and actions made by those who hold or affect government positions of authority, as they are interpreted by stakeholders.Policies are formed positions taken by the governing body to support the implementation of goals. Policies show intent, declare stands on difficult issues, formalize visions, describe required action, announce, and clarify relationships and more. Policies are useful and necessary to assure good governance.Policies are made by all organizations, whether they are public, private, and non-governmental or a mix of these. All levels of government make policies, and often their policies are contradictory.

Why are policies not implemented?/ Barriers to policy implementationIf your staff doesn’t always implement your policies in the way you intended them to be implemented, then they are in effect `rewriting’ your policy by their contrary actions or inactions. There may be a variety of reasons for those kinds of policy disconnects.1. Your staff may not be sympathetic to the policy perhaps because they feel they didn`t have an opportunity to provide their inputs to the policy before it was enacted.2. They may not have the knowledge and skills to implement it but are reluctant to acknowledge that this is the problem.3. Or more importantly, they may not have the resources to carry out your policy. Sometimes public administrators are given mandates but not corresponding resources to carry them out.4. There times when the community doesn`t appreciate your policy making efforts. Some feel they were `blind –sided’ by not being consulted. 5. Others may think that your policies cater for special interests not their own interest.6. Inadequate support from the executive level7. Lack of clear indicators for monitoring and evaluation8. Rigidity- unwillingness to change

Kinds of policies1. Administrative policies. Are more often than not procedures that have been established to carry out a specific function within the organization e.g. Personnel procedures would define fringe benefits, hiring procedures and other operating procedures.2. Management policies get closer to becoming governing body material. They typically involve the preparation of annual and capital budgets, the working relationships, with contractors and other external working partners and the interactions with a variety of community –based institutions.3. Governance policies are driven by elected governing bodies that take on more activist role in policy formulation. The policy boards need to be more proactive in promoting policies that focus on long range goals. There is a direct connection between strategic planning activities and governance policy making.

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Policy formulation process1. Determine the need for a new policy.

There must be a clear articulation of need preferably from the staff members themselves if a policy is to have both credibility and direction

2. Establish a representative policy committee. Ensure that the members of this committee possess skills in information gathering

managing an extensive consultative with the organization

3. Gather data through wide involvement. Strategies for staff involvement can include meetings, workshops and other formal and

informal consultations.

4. Draft the policy statement Having obtained data and views from organization wide consultation the policy

committee should now produce a draft policy statement

5. Garner support for the policy A consensus policy statement should be arrived only after reasonable consultation and

debate

Qualities of a good policy1. Explicit and written-This is the only way others will know what the policy is designed to do2. Current – Up to-date policies are the ones that work.3. Literal- In other words they must mean what they say4. Available - Keep them in one place and make them easily accessible to all who need to see them5. Brief-When many are impressed by complexity and legalistic language that is meant to impress other larger governing bodies `need to seek the competing elegance of simplicity6. Encompassing; Policies must support the wholeness that governing bodies want governance to be.

Problems, goals, policies, strategies and implementation1. Problems are situations which are viewed with dissatisfaction2. Goals are statements that describe desired future condition worth of community effort and commitment3. Policies are formal positions taken by governing body to support the implementation of goals4. Strategies are the means used to accomplish goals and implement policies. They are the ``how to’’ part of the puzzle5. Implementation is the broad term used to describe the actions taken to carry out goals, policies and strategies Implementation means doing something tangible.

HANDOUT 8: ACTION PLAN DEVELOPMENT GUIDELINES

1. Key issues/problems/challengesa. Having actively participated in this training event, what do you consider to be the 5 most

crucial/key issues which require urgent action?

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b. Why have you chosen each of the five crucial /key issues?

2. Activities What activities need to be undertaken under each of the above issues?

3. Expected outputsWhat specific outputs (results) are expected from the activities you have selected in each of the 5 critical/key issues?

4. Key actors and othersa. Who would be the best placed actor to oversee the implementation of each activity

mentioned above?b. Who else can provide meaningful assistance in each of the activities mentioned above?

What assistance?

5. Time frame What is the most feasible time frame for each activity?

6. Resource requirement What specific resources are required for each activity?

7. M & E mechanism What monitoring and evaluation mechanisms need to be put in place?

HANDOUT 9: ACTION PLAN DEVELOPMENT MATRIX

S/N Key issues/Problems

Activities Expected outputs

Key Actors

Time Frame

Resources Requirements

M & Emechanisms

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/challenges and others

1

2

3

4

5

6

PARTICIPANTS REGISTRATION FORM

1. Name -------------------------------------------------------------------------------------------

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2. Designation ------------------------------------------------------------------------------------ 3. City ----------------------------------------------------------------------------------------------4. Your contacts

Post Office Box No. ------------------------------------------------------------------------- Telephone (Mobile) ------------------------------------------------------------------------ E – mail -------------------------------------------------------------------------------------- Fax --------------------------------------------------------------------------------------------

5. What are your expectations of the training?

--------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------

6. What are your fears?

--------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------

7. What strengths (knowledge, experiences and/or skills) have you brought to this training?

--------------------------------------------------------------------------------------------------- --------------------------------------------------------------------------------------------------- ---------------------------------------------------------------------------------------------------

WORKSHOP EVALUATION FORM

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The purpose of this evaluation exercise is to provide the organizers of the workshop with the necessary feedback in order to improve in the management of similar workshops in future.

On the scale of 1 to 5 where 1=very poor(lowest), 2=poor (low ), 3=average ( medium ), 4=good, and 5=very good (highest) tick the number that best represents your honest opinion about various aspects of the Workshop execution.

S/N Aspects which are being evaluated Tick one1 2 3 4 5

1 Achievement of the workshop objectives

2 Extent to which the workshop met your initial expectations

3 Quality of workshop contents / coverage

4 Appropriateness of the workshop methodology

5 Quality of presentation

6 Quality of handouts

7 Use of training aids

8 Choice of facilitators

9 Selection of participants

10 Quality of workshop design

11 Choice of venue

12 Quality of meals

13 Accommodation

14 Workshop duration

15 General coordination

16 What did you like most about the workshop?

17 What did you dislike about the workshop?

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18 Which two specific things have you learnt in this workshop which you are going to apply in the next few months?

19 Please make any general comments about the workshop

LIST OF KEY WORKSHOP REQUIREMENTS

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1. Spacious room for plenary and syndicate group activities2. Laptops3. Power point projector4. Printer5. Stapler and staples6. Paper punch7. Masking tape8. Candle sticks9. Match box10. Photocopier11. Flash disc12. Time-tables13. Evaluation forms14. Registration forms15. Handouts16. Printing/photocopying paper17. Flip chart stands (4 No.)18. Flip chart paper19. Quality marker pens20. Writing pad21. Biro pens22. Document pockets23. Colored stickers24. Wall clock25. Small bell26. Envelops (A4 and A5)

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