DDS Implementation Strategy

The District Council has the main responsibility of the implementation of this DDS. Its regular meetings will evaluate the progress made, identifies challenges met in order to address them and set strategies for next step of implementation.

The executive committee of the district will be responsible of monitoring the day-to-day implementation of activities set by district council. In addition it will ensure the availability of required inputs in order to succeed. For doing so, they should motivate national and internal NGOs to work within the district especially in the identified key areas of development.

District technicians will be the key mentor of implementation of policies set by either central or local government. They are responsible of demonstration, sensitization and monitoring of set activities. They should be involved in different activities on behalf of the district executive committee.

5.3.2. Role of central government

Central government through different ministries, public agencies and partners will ensure the setting up of relevant policies. Most part of budget will be also provided by central government and managed by the district executive committee jointly with district council. The Province, as a representative entity of central government jointly with MINECOFIN and MINALOC will ensure the monitoring and evaluation of performance contracts set by the district.

5.3.3. Role of NGOs and civil society

All NGOs and members of civil society will be invited to orient their intervention in identified key development areas. For doing so, before getting their operational license, they shall be expected to submit their strategic plans to the Executive committee in order to ensure the alignment of their actions to the priorities of the district. Retained actions for such NGOs and civil society become their responsibility and they have to engage themselves to perform them by the allocated time. Their accountability is considered as a key factor of DDS success. The quarterly meeting of JADF will ensure this accountability and set key guidelines for next steps.

5.3.4. Risk mitigation strategies

This DDS takes into consideration risk factors understand that is not free of risks, therefore, risk identification, measuring, control and managing or mitigation is highly embedded in the DDS document preparation.

The source of risk could emerge from internal operations (e.g. from staff, poor internal controls, systems) or external shocks (economic and environment businesses). The transitional period is

highly risk exposure due resistance to change which can lead to speculations on land related properties.

However, cognizant of the likely risks, the elaboration of the DDS and the set targets are based on the assumptions that the internal and external risks/ shocks are minimal in short time but in medium and long term, the current structure of the District with its staff risk to be overloaded while some sectors for example expect to reach a weight equivalent to the current of the District.

Therefore, the District recognizes the likelihood or occurrences of the following risks to be high with high likely impact on the realization of the target results:

• Strategic Risk: due to poor and/ or erroneous benchmarks for target settings and basing on wrong information for decision-making. Basically, the risks emanates from poor planning, monitoring and evaluation of projects;

• Liquidity Risk: limited revenue resources to meet the District obligation and at the same time finance the set priorities;

• Market Risk: as result of adverse economic changes and environment hazards like landslides, erosions, floods, etc.;

• Operational Risk: resulting from internal District’s operations due to incompetent staff to implement and monitor the Revised DDP, lack of efficient MIS and database and lack of internal controls in place to help detect and measure risks;

• Regulatory Risk: arise from wrong advice to private investors, as the District is not aware of applicable regulations and laws.

In order to mitigate the occurrence of the risks and their likely adverse effect on the DDS implementation, the District will consider developing a robust risk management framework. Risk management will involve to first understanding: the plausible risks as those stated above, economic and environment business, products and services provided by all stakeholders and the general population. Therefore, understanding the District’s players is the first tool of risk management.

Development of a strong MIS is critical for enhancing early identification, measuring, managing and reporting risks. MIS is an internal control tool that can help detect plausible risks from staff, incomplete information and internal weaknesses. Developing a robust database and MIS will

facilitate the District get timely information and similarly be able to understand all stakeholders and subsequently to be able to identify and mitigate any risks.

5.3.5. Communication and marketing strategy for the District

The DDS implementation success will highly depend on the effective coordination and communication systems in place. The District administration will lead coordination level, starting from the DDS elaboration, implementation and to monitoring and evaluation stages.

In order to enhance the coordination, the District will require having strong Management Information System (MIS) containing detailed institutional profiles for the above mentioned stakeholders, administrative data and regular data collection on key performances achieved while implementing this plan. Additionally, the District’s MIS will be coherent with other institutions’

(Government ministries and agencies private sector, NGOs, etc.) websites for purpose of timely information and easy comparability.

The District will develop different comprehensive reporting templates and define reporting process that has to be respected by all stakeholders from head of village (Umudugudu) to sector levels. All reports will capture wide-ranging household data and information, which will be consolidated at the District level. Similarly, private sectors, NGOs, Civil societies will frequently (monthly, quarterly and annually) asked to submit their performance reports to the District for planning and synergy.