Page 5 - Discussion paper on Capacity Needs of Government Officials for Integration of Energy and Human Development
P. 5
Policy Brief
human development. More specifically, it points to the governance structure of government departments are
awareness about government policies and programmes uniform among themselves, but may be different from public
that complement or strengthen the energy-human sector units and autonomous bodies (e.g., regulatory bodies,
development linkage. Technical skills are specific skill authorities, etc.). The decision making authority of
sets with regard to renewable energy, energy efficiency, government officials and power relations in engagement
and rural energy provisioning that are required for with stakeholders (both included under individual
implementation of energy related programmes. The role capacity needs) is significantly influenced by the
played by the government official in the policy formulation governance structure. The second capacity theme
and implementation process in the organization is indicated identified is the budgetary allocation for the department
by his or her decision making authority. Awareness and or organization as a whole, and for energy and human
skills pertaining to energy and human development without development programmes in particular. Even though
any decision making authority cannot be put to gainful use each programme has a specific mandate, a higher
in an organization during the policy formulation process. budgetary allocation allows greater flexibility for
Stakeholder engagement is the extent to which the broadening or modifying the scope of the programme
government official engages with external stakeholders, to achieve higher ends. The budgetary allocation for
and his or her power relations with these stakeholders. components in the existing schemes and programmes
Stakeholders may include other government departments, that allow better linkages between energy and
institutions, civil society organizations, and private human development also determines the strength of the
organizations. Finally, monitoring and evaluation refers capacity. The third capacity theme identified by participants
to the ability of the government official to monitor and was manpower. Manpower, in this context, may have two
evaluate the performance and progress of projects related connotations. First, it may mean the strength of manpower
to energy for human development. Further, it also refers to in terms of numbers, who are required for implementation
the monitoring and evaluation processes in place which the of projects. Several departments and projects have
government official has to follow for keeping track of the time and again complained about the lack of staff for
performance of projects. project implementation, which hinders the performance
and progress of projects. The second connotation of
Organizational Capacity Needs manpower is the sum total of skills available with the
staff in the organization that can be leveraged for project
The themes selected by stakeholders during state workshops implementation. Stakeholder engagement, as in the case
for organizational capacity needs were governance of individual capacity needs, was the fourth capacity theme
structure, budget, manpower, stakeholder engagement, identified by stakeholders. This capacity theme signifies the
and organizational tools. The governance structure refers partnershipsforgedbytheorganizationwithexternalentities,
to the manner in which the organization is structured to its willingness to involve external stakeholders in policy
make decisions, formulate policies, and implement them. planning and implementation and the level of engagement
It signifies the leadership structure in the organization, and in relationships with external stakeholders. Organizational
the leadership roles played by government officials. The
Capacity Theme Capacity Need
Awareness Awareness of renewable energy technologies
Awareness about the convergence of energy provisioning in existing development programmes
Technical skills Regular training programmes on recent developments in renewable energy
Designing renewable energy system configurations according to local needs
Decision making authority Conducting energy audits
Stakeholder engagement Technical knowledge on waste-to-energy systems
Monitoring and evaluation Carbon certification of energy projects
Clear delineation of roles and responsibilities in government programmes
Project management skills to manage multiple stakeholders
Indicators for performance evaluation
Knowledge of quantitative M&E methods
APRIL 2015 5
human development. More specifically, it points to the governance structure of government departments are
awareness about government policies and programmes uniform among themselves, but may be different from public
that complement or strengthen the energy-human sector units and autonomous bodies (e.g., regulatory bodies,
development linkage. Technical skills are specific skill authorities, etc.). The decision making authority of
sets with regard to renewable energy, energy efficiency, government officials and power relations in engagement
and rural energy provisioning that are required for with stakeholders (both included under individual
implementation of energy related programmes. The role capacity needs) is significantly influenced by the
played by the government official in the policy formulation governance structure. The second capacity theme
and implementation process in the organization is indicated identified is the budgetary allocation for the department
by his or her decision making authority. Awareness and or organization as a whole, and for energy and human
skills pertaining to energy and human development without development programmes in particular. Even though
any decision making authority cannot be put to gainful use each programme has a specific mandate, a higher
in an organization during the policy formulation process. budgetary allocation allows greater flexibility for
Stakeholder engagement is the extent to which the broadening or modifying the scope of the programme
government official engages with external stakeholders, to achieve higher ends. The budgetary allocation for
and his or her power relations with these stakeholders. components in the existing schemes and programmes
Stakeholders may include other government departments, that allow better linkages between energy and
institutions, civil society organizations, and private human development also determines the strength of the
organizations. Finally, monitoring and evaluation refers capacity. The third capacity theme identified by participants
to the ability of the government official to monitor and was manpower. Manpower, in this context, may have two
evaluate the performance and progress of projects related connotations. First, it may mean the strength of manpower
to energy for human development. Further, it also refers to in terms of numbers, who are required for implementation
the monitoring and evaluation processes in place which the of projects. Several departments and projects have
government official has to follow for keeping track of the time and again complained about the lack of staff for
performance of projects. project implementation, which hinders the performance
and progress of projects. The second connotation of
Organizational Capacity Needs manpower is the sum total of skills available with the
staff in the organization that can be leveraged for project
The themes selected by stakeholders during state workshops implementation. Stakeholder engagement, as in the case
for organizational capacity needs were governance of individual capacity needs, was the fourth capacity theme
structure, budget, manpower, stakeholder engagement, identified by stakeholders. This capacity theme signifies the
and organizational tools. The governance structure refers partnershipsforgedbytheorganizationwithexternalentities,
to the manner in which the organization is structured to its willingness to involve external stakeholders in policy
make decisions, formulate policies, and implement them. planning and implementation and the level of engagement
It signifies the leadership structure in the organization, and in relationships with external stakeholders. Organizational
the leadership roles played by government officials. The
Capacity Theme Capacity Need
Awareness Awareness of renewable energy technologies
Awareness about the convergence of energy provisioning in existing development programmes
Technical skills Regular training programmes on recent developments in renewable energy
Designing renewable energy system configurations according to local needs
Decision making authority Conducting energy audits
Stakeholder engagement Technical knowledge on waste-to-energy systems
Monitoring and evaluation Carbon certification of energy projects
Clear delineation of roles and responsibilities in government programmes
Project management skills to manage multiple stakeholders
Indicators for performance evaluation
Knowledge of quantitative M&E methods
APRIL 2015 5
