Ministry of Development Planning and Aid Coordination Solomon Islands Government
description
Transcript of Ministry of Development Planning and Aid Coordination Solomon Islands Government
Ministry of Development Planning and Aid Coordination
Solomon Islands Government
Adrian Maena Toni
Mekong InstituteKhon Kaen University, Thailand
2nd July 2009
Problem Statement
• Given the decentralization of decision making in my organization, how can we improve the performance of the Undersecretary?
• There is lack of (weak) coordination on the delegation of responsibilities by the Undersecretary to the Directors and the other lower level officials therefore they are not seen to be performing
Minister
Permanent Secretary
Under Secretary
DirectorEconomic &
Productive Sector
DirectorAid Coordination
Unit
DirectorStrategic Planning
Sector
DirectorSocial Sector
Cooperate Services(Administration)
Accounts Section
National Authorization Office Support Unit (NAO-
SU)
Rural Development Program (RDP)
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Stakeholders
• Minister• Permanent Secretary • Undersecretary • Directors • Lower level officers• Line Ministries• Development Partners
What Causes the Problem
Internal• Weak communication linkage
between the Undersecretary and lower level staffs
• No confidence on lower level officers
• Little knowledge of sectoral AWP & Ministerial corporate plans
• Lacking basic supervisory skills
• Unwillingness to be “lectured” by the lower level staffs
• Unwilling to adopt new leadership/management environment
External• Don’t want to be lectured by
outsiders - “being advised”• Don’t accept outsiders stepping
onto their environment of influence
• External stakeholders unwilling to cooperate with senior managers
• Inaction by the Minister
SWOT Analysis & Linkages
Strengths• Corporate Plans and AWP• Cooperation of 4 Directors• Support from lower staffs• Staff job descriptions
Weaknesses• Lower level officers have lower authority• Minister appoints the Permanent Secretary• No confidence on lower staffs
Opportunities• Positive support from line ministries• Government policy documents or translation documents• Ministry of Public service appoints the Undersecretary•
Threats• Minister’s legitimate power to “fire”• Ministry of public services – recruitments
SWOT Analysis – Most Significant
Strengths
• Cooperation of 4 Directors•Staff job descriptions
Weaknesses
• Lower level officers have lower authority• No confidence on lower staffs
Opportunities
• Positive support from line ministries• Government policy documents or translation documents
Threats
• Minister legitimate power to “fire”
Identifying Risks
• Chances of wining?– Cooperation of allies– Support of external stakeholders & the
Permanent Secretary
• Dangers of losing?– Fired by the Minister– Lose of confidence by the external
stakeholders & junior officials
Identifying Risks
• Chances of wining?– Cooperation of allies
• Dangers of losing?– Fired by the Minister
Mapping
MinisterPermanent Secretary
Improving performance of the Undersecretary
External Stakeholders
Junior Level Officers Directors(Natural Allies)
“Hot Spots”
MinisterPermanent Secretary
Improving performance of the Undersecretary
External Stakeholders
Junior Level Officers Directors(Natural Allies)
Reaching our Destination
• Creating confidence of the Natural Allies and getting them in the same “boat” – same level of understanding
• Gathering “support”
• Providing honest/accurate information for the Permanent Secretary thus building his/her confidence & that of the Minister
• Avoid being “fired”
Summary
MinisterPermanent Secretary
Improving performance of the Undersecretary
External Stakeholders
Junior Level Officers Directors(Natural Allies)
Avoid
being
“fire
d”
Thank you for listening