Jigawa State Government Public Service Management SENSITISATION WORKSHOP ON CORPORATE PLANNING REFORM

Transcription

1 Jigawa State Government Public Service Management SENSITISATION WORKSHOP ON CORPORATE PLANNING REFORM

2 Workshop Objectives To introduce the concept of Institutional/Corporate Planning to a selected Group of MDAs To give participants a hands on sense of the different stages of Corporate Planning To facilitate participants to develop: Initial thoughts on a work plan for conducting corporate planning in their organisations. Proposals of structures to manage the corporate planning processes in their respective organisations

3 Background and Concept

4 Background Public Service Management Self Assessment conducted 2009 Highlighted needs in several areas linked to the corporate planning process e.g. medium term plans, performance management/accountability of MDAs, establishment and personnel planning, individual performance management system (APER), training policy, training plans and resources allocated to manpower development.

5 Corporate Planning These needs can be best met in a holistic/logical process called Corporate Planning.

6 What is Corporate Planning? A process in which an organisation (e.g. business or Ministry) analyses its objectives, priorities, strategies and environment in light of its mandate; and determines how to organise and apply its resources (human, financial etc.) to achieving objectives and meeting service delivery standards / targets. A Corporate Plan guides the management and staff in a cohesive effort to carry out the organisation s mandate. In the public sector a Corporate plan will usually be produced by a ministry, agency or other body.

7 Clarify Mandate Vision, Mission & Value Statements Define Long Term Goals, Objectives and Strategies Set Medium Term Performance Objectives and Service Standards Carry out Functional Review Jigawa State CDF Medium Term Sector Strategy (MTSS) MDA Performance Reviews Budget Envelopes Systems &process Review Structural Review Service Charters Re align Functions and Departmental Objectives STAGES IN CORPORATE PLANNING Prepare Establishment Plan Job Analysis and Job Descriptions Develop Workforce Plan Staff Recruitment, Repositioning Define Training Needs IndividualPerformance Targetsbased on Job Descriptions HRMIS Annual Employee Performance Assessments

8 Sensitization workshop on Corporate Planning

9 Stage 1: Clarify Mandates

10 Stage 1: Clarify Mandate STAGES IN CORPORATE PLANNING

11 Definition of Mandate A Mandate can be defined as An official order or authorisation given to an MDA to act on behalf of government, Power or authority to implement certain policies, functions or programmes, and A document giving an official instruction or power given to deliver a service

12 Mandate Review Clear unambiguous mandates are the starting point for all Corporate planning activities. Mandates define responsibilities for services and functions BETWEEN Ministries and agencies. Corporate Planning processes then determine HOW each Ministry and Agency will deliver agreed services, targets and standards in accordance with its mandate. JSG has already embarked on a Mandate Review Exercise.

13 Stage 2: Define Long Term Strategic Objectives

14 Stage 1: Clarify Mandate Stage 2:Define Vision/Mission Statement Long Term Strategic Objectives STAGES IN CORPORATE PLANNING

15 What are Long Term Strategic Objectives? These are about: What do we do For whom do we do it How do we do it well They are guided by Vision and Mission Statements They are elaborated through Strategic Plans

16 Vision and Mission Statements Vision: The guiding purpose and sense of direction that inspires people. A Vision Statement is an aspirational description of what an organisation would like to achieve in the mid to long term future. It is intended to serve as a clear guide for choosing current and future courses of action. A Mission Statement is a brief written statement of the purpose of a public (or private) organisation, ministry or department. Ideally, a mission statement guides the actions of the organization, spells out its overall goal, provides a sense of direction, and guides decision making for all levels of management

17 Vision A vision statement answers the question Where do we want to go? or Who do we want to be?

18 Elements of a Vision Statement Clear, short and without ambiguity Memorable with engaging wording Realistic in terms of aspirations Expressed in outcome or being terms rather than doing terms.

19 Some Examples of Vision Statement

20 COCA COLA VISION To achieve sustainable growth, we have established a vision with clear goals. Profit: Maximizing return to shareowners while being mindful of our overall responsibilities. People: Being a great place to work where people are inspired to be the best they can be. Portfolio: Bringing to the world a portfolio of beverage brands that anticipate and satisfy peoples; desires and needs. Partners: Nurturing a winning network of partners and building mutual loyalty. Planet: Being a responsible global citizen that makes a difference.

21 Toyota Vision Statement "To become the most successful and respected lift truck company in the U.S "

22 UNITED STATES SECRET SERVICE VISION STATEMENT The vision of the United States Secret Service is to uphold the tradition of excellence in its investigative and protective mission through a dedicated, highly-trained, diverse, partner-oriented workforce that employs progressive technology and promotes professionalism.

23 VISION U.S. TREASURY DEPARTMENT Set the global standard in financial and economic leadership. The Treasury Department s vision statement provides a compelling picture of the organization s future. The Department strives to maintain public trust and confidence in U.S. and international economic and financial systems while building on exemplary leadership, best-in-class processes, and a culture that is characteristic of excellence, integrity, and teamwork to achieve its goals on behalf of the American people.

24 Elements of a Mission Statement A Mission statement often contains the following: Purpose and aim of the organization The organization's primary stakeholders: clients, etc. Responsibilities of the organization towards these stakeholders Products and services offered

25 Other points on Mission The most popular form is that provided by the boss. This may be quick but it shuts out everyone else. Mission developed by a senior management team takes longer but is more powerful. Mission defined by the whole organisation is rare and takes a lot of time to develop. Whoever sets it, Mission is about aspiration and values within the organisation. Sharing the process of setting these goals, values and aspirations helps greatly in developing and effective organisational team. People in the organisation should also see their needs and wants represented.

26 Some Examples of Mission Statement

27 Coca Cola Mission Statement "Everything we do is inspired by our enduring mission: To Refresh the World... in body, mind, and spirit. To Inspire Moments of Optimism... through our brands and our actions. To Create Value and Make a Difference... everywhere we engage."

28 Toyota Mission Statement "To sustain profitable growth by providing the best customer experience and dealer support."

29 Yahoo To connect people to their passions, their communities, and the world of knowledge.

30 Microsoft At Microsoft, our mission and values are to help people and businesses throughout the world realize their full potential.

31 UNITED STATES SECRET SERVICE MISSION STATEMENT The mission of the United States Secret Service is to safeguard the nation's financial infrastructure and payment systems to preserve the integrity of the economy, and to protect national leaders, visiting heads of state and government, designated sites and National Special Security Events.

32 MISSION US TREASURY DEPARTMENT Serve the American people and strengthen national security by managing the U.S. Government s finances effectively, promoting economic growth and stability, and ensuring the safety, soundness, and security of U.S. and international financial systems.

33 Strategic Plans Strategic Plans usually include: presentation of basic data e.g. human development and health statistics, existing health infrastructure, analysis of the data to show cause and effect relationships, trends, deficiencies etc, Proposed solutions i.e. Strategies State level strategies should also take account of national strategies Strategic Plans do not have to be large documents

34 Analyses for Strategic Planning One can test /analyse the appropriateness and quality of strategic direction statements by doing such exercises as SWOT or PESTLE analyses. PESTLE the impact of Political, Economic, Social, Technological, Legal and Environmental factors on the strategy. SWOT the internal Strengths and Weaknesses or the organisation, and the external Opportunities and Threats.

35 A Grid for SWOT Analysis Factors Relevance/Impact ofstrategy Strength 1: Strength 2: Weakness 1: Opportunity 1: Threat 1: High Low

36 Stage 3: Set Medium Term Objectives

37 Stage 1: Clarify Mandate Stage 2: Define Long Term Strategic Objectives Mission/Vision Statement Stage 3: Set Medium Term Performance Objectives and Service Standards Policy Review - Governor s Agenda Jigawa State CDF Medium Term Sector Strategy (MTSS) MDA Performance Reviews Budget Envelopes Service Charters STAGES IN CORPORATE PLANNING

38 What are Medium Term Objectives Essentially these are policy based targets to be achieved within the medium term (3 to 5 years) These objectives/targets need to be REALISTIC and AFFORDABLE in terms of the human and financial capacity of the implementing agency. They should therefore relate to reasonably accurate data and statistics likely budgets available.

39 Medium Term Objectives are developed from or through: Jigawa CDF National Policy Guidelines Medium Term Sector Strategy (MTSS) Rolling Plans usually 3 years.

40 Stage 4: Carry Out a Functional Review

41 Stage 1: Clarify Mandate Stage 2: Define Long Term Strategic Objectives Mission/Vision Statement Stage 3: Set Medium Term Performance Objectives and Service Standards Stage 4: Carry out Functional Review Systems &process Review Structural Review Policy Review - Governor s Agenda Medium Term Sector Strategy (MTSS) MDA Performance Reviews Service Charters Budget Envelopes Re align Functions and Departmental Objectives STAGES IN CORPORATE PLANNING

42 What is a Function and a Functional Review? Function The special purpose or task of a public institution mandated to it by a higher authority a duty particular to a particular post or a particular job. Functional Review A form of efficiency and effectiveness review that examines the functions and structures of state agencies or budget entities and asks whether the functions need to be done at all, whether other agencies or actors could do them more efficiently or effectively, and what the consequences are for structure.

43 Stages in a Functional Review Identify list of current functions at department level and their classification service delivery, administrative etc; Identify resource usage, cost and work volumes of current functions; Look at Performance issues. Analyse how well the functions are being carried out, including internal functions and the M&E of service delivery; Relate the functions to the current medium term objectives Which functions are still relevant, Which functions could be dropped, privatised or given to someone else, Which new functions should be added.

44 Stages in a Process Review A Process is a sequence of logically related activities, tasks or procedures with a clear objective leading to an outcome/service. It can cover a number of people in different departments. It is independent of function. E.g. the accounts function do a credit check on a new customer as part of the procurement process. Identify important processes in the organisation those with internal and external clients or customers. List the different actions and decision making points. Identify actions or activities that can be streamlined etc. such that the process is completed in fewer steps in a shorter time. E.g. examples from work of SERVICOM.

45 Stages in a Structural Review Analyse the current overall Ministry Structure in relation to delivering on Medium Term Objectives and service delivery processes Identify Departments, Units, Offices which Perform duplicated functions and may not be necessary Could sensibly be merged, split, lost or privatised Need to be created to take account of new functions Develop a Revised Structure on basis of functional and process reviews At the end of the Functional and Structural Review, produce a new list of all Departments and Units with their specific functions which can deliver on the Departmental objectives and processes.

46 Structure of a Typical Ministry Commissioner of Typical Ministry Permanent Secretary of Typical Ministry Internal Audit Parastatals Director Admin & Supply Prof / Tech Department Prof / Tech Department Prof / Tech Department P.R.S. Department Director of Finance Accountants Executive Officer Manpower

47 Stage 5: Prepare an Establishment Plan and Analyse Jobs

48 Stage 1:Clarify Mandate Stage 2: Define Long Term Strategic Objectives Mission/Vision Statement Stage 3: Set Medium Term Performance Objectives and Service Standards Stage 4: Carry out Functional Review Systems &process Review Structural Review Policy Review - Governor s Agenda Jigawa State CDF Medium Term Sector Strategy (MTSS) MDA Performance Reviews Service Charters Budget Envelopes Re align Functions and Departmental Objectives STAGES IN CORPORATE PLANNING Stage 5: Prepare Establishment Plan Job Analysis and Job Descriptions HRMIS

49 Establishment Planning Definition of Establishment The persons in ministries or departments etc. who make up a body for the purpose of administering something. A listing of posts that have been created for a ministry, department, agency etc to enable that organisation to fulfil its mandate.

50 Stages in Establishment Planning List all posts in your existing structure with their grades, required qualifications, experience level and competences. Relate this list to the output from your function, process and structural review. Some posts will now be redundant, new posts may need to be created, the grade level of posts may need to be changed. Produce a new establishment plan based on the requirements of the function, process and structure review.

51 Definitions of Job Analysis and Evaluation Job Analysis The process of assessing the characteristics, level of responsibility, competences and experience required of a job. Job Evaluation The process of systematic comparison of jobs to assess their relative value and assign the job to a grade which is in turn linked to a salary scale.

52 Job Analysis Job analysis involves analysis of: The tasks that make up a job, The conditions under which they are performed What the job requires in terms of aptitudes, attitudes, knowledge, skills, and the physical condition of the employee. Job analysis should result in the preparation of a job description or job schedule which includes a list of the tasks, or functions and responsibilities of a position. Typically, it also includes to whom the position reports, specifications such as the qualifications, experience needed by the person in the job etc

53 Stage 6: Develop a Workforce Plan

54 Stage 1: Clarify Mandate Stage 2: Define Long Term Strategic Objectives Mission/Vision Statement Stage 3: Set Medium Term Performance Objectives and Service Standards Stage 4: Carry out Functional Review Systems &process Review Structural Review Policy Review - Governor s Agenda Jigawa State CDF Medium Term Sector Strategy (MTSS) MDA Performance Reviews Service Charters Budget Envelopes Re align Functions and Departmental Objectives STAGES IN CORPORATE PLANNING Stage 5: Prepare Establishment Plan Job Analysisand Job Descriptions Stage 6: Develop Workforce Plan Staff Recruitment, repositioning Define Training Needs IndividualPerformance Targets based on Job Descriptions HRMIS Annual Employee Performance Assessments

55 Stages in Workforce Planning Prepare of a Staff List showing all personnel currently employed by department, their age, qualifications, experience, grade and performance record etc Compare the Staff List (the workforce) with the establishment plan to highlight vacancies, staff duplication, skill and experience gaps. Draw up a workforce plan including proposals to fill gaps through recruitment and promotion, develop manpower through training, Retire or make redundant surplus or untrainable staff Ensure provision is made for succession

56 The Workforce Plan leads on to A Training / Manpower Development Policy Plan based on a Training Policy and the needs of the Corporate Plan. Creating and up to date HRMIS An effective system for Individual Performance Assessment based on clear job descriptions/schedules which in turn leads to merit based promotion