Jigawa State PSM Sensitization Workshop on Corporate · PDF fileSensitization workshop on ......

Jigawa State Government

Public Service Management

SENSITISATION WORKSHOP ON

CORPORATE PLANNING

REFORM

www.sparc-nigeria.com

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


Background and Concept


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.


Corporate Planning

These needs can be best met in a holistic/logical process called

‘Corporate Planning’.


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.


Vision, Mission & Value Statements Define Long Term Goals, Objectives and

Strategies

Set Medium Term Performance Objectives and Service Standards

Clarify Mandate

Service Charters

Medium Term Sector Strategy (MTSS)

Carry out Functional Review

Systems &process Review

Structural Review

Re align Functions and Departmental Objectives

Prepare Establishment Plan Job Analysis and Job Descriptions

Develop Workforce Plan Staff Recruitment, Repositioning

Define Training Needs

IndividualPerformance Targetsbased on Job Descriptions

Annual Employee Performance Assessments

HRMIS

STAGES IN CORPORATE

PLANNING

MDA Performance Reviews

Jigawa State CDF

Budget Envelopes


Sensitization workshop on

Corporate Planning


Stage 1: Clarify Mandates


Stage 1: Clarify Mandate

STAGES IN CORPORATE

PLANNING


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


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.


Stage 2: Define Long Term Strategic Objectives


Stage 2:Define Vision/Mission Statement Long Term Strategic Objectives


STAGES IN CORPORATE

PLANNING


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

What are Long Term Strategic Objectives?


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

Vision and Mission Statements


Vision

A vision statement answers the question

“Where do we want to go?”

or

“Who do we want to be?


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.


Some Examples of Vision

Statement


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.


Toyota Vision Statement

"To become the most successful and respected lift truck company in

the U.S "


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.


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.


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


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.


Some Examples of Mission

Statement


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."


Toyota Mission Statement

"To sustain profitable growth by providing the best customer

experience and dealer support."


Yahoo

To connect people to their passions, their communities, and the

world of knowledge.


Microsoft

At Microsoft, our mission and values are to help people and

businesses throughout the world realize their full potential.•


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.


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.


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


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.


Factors Relevance/Impact ofStrategy

High Low

Strength 1:

Strength 2:

Weakness 1:

Opportunity 1:

Threat 1:

A Grid for SWOT Analysis


Stage 3: Set Medium Term Objectives


Stage 2: Define Long Term Strategic Objectives Mission/Vision Statement

Stage 3: Set Medium Term Performance Objectives and Service Standards


Service Charters

Policy Review - Governor’s Agenda


STAGES IN CORPORATE

PLANNING


Jigawa State CDF Budget

Envelopes


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.


Medium Term Objectives are developed from or through:

Jigawa CDF

National Policy Guidelines


Rolling Plans – usually 3 years.


Stage 4: Carry Out a Functional Review





Service Charters



Stage 4: Carry out Functional Review


Structural Review

STAGES IN CORPORATE

PLANNING



Budget Envelopes


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.


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.


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.


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.


Structure of a Typical Ministry

Accountants

P.R.S.

Department

Prof / Tech

Department

Prof / Tech

Department

Director Admin &

Supply

Prof / Tech

Department

Executive Officer

Manpower

Parastatals

Commissioner of Typical

Ministry

Permanent Secretary of

Typical Ministry

Director of

Finance

Internal Audit


Stage 5: Prepare an Establishment Plan and

Analyse Jobs




Stage 1:Clarify Mandate

Service Charters



Structural Review


Stage 5: Prepare Establishment Plan Job Analysis and Job Descriptions

HRMIS

STAGES IN CORPORATE

PLANNING

Service Charters





Envelopes


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.


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.


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.


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


Stage 6: Develop a Workforce Plan







Structural Review


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

Annual Employee Performance Assessments

HRMIS

STAGES IN CORPORATE

PLANNING

Service Charters





Envelopes


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


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

Date post:	16-Mar-2018
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