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Ministry of Development Planning and Aid Coordination Solomon Islands Government

Ministry of Development Planning and Aid Coordination Solomon Islands Government Adrian Maena Toni Mekong Institute Khon Kaen University, Thailand 2 nd July 2009. Problem Statement.

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Ministry of Development Planning and Aid Coordination Solomon Islands Government

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  1. Ministry of Development Planning and Aid Coordination Solomon Islands Government Adrian Maena Toni Mekong Institute KhonKaen University, Thailand 2nd July 2009

  2. 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

  3. -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Minister Permanent Secretary National Authorization Office Support Unit (NAO-SU) Rural Development Program (RDP) Under Secretary Director Economic & Productive Sector Director Aid Coordination Unit Director Strategic Planning Sector Director Social Sector ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- Cooperate Services (Administration) Accounts Section

  4. Stakeholders • Minister • Permanent Secretary • Undersecretary • Directors • Lower level officers • Line Ministries • Development Partners

  5. What Causes the Problem Internal 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 • 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

  6. SWOT Analysis & Linkages

  7. SWOT Analysis – Most Significant

  8. 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

  9. Identifying Risks • Chances of wining? • Cooperation of allies • Dangers of losing? • Fired by the Minister

  10. Mapping External Stakeholders Permanent Secretary Minister Improving performance of the Undersecretary Directors (Natural Allies) Junior Level Officers

  11. “Hot Spots” External Stakeholders Permanent Secretary Minister Improving performance of the Undersecretary Directors (Natural Allies) Junior Level Officers

  12. 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”

  13. Summary External Stakeholders Permanent Secretary Minister Gathering Support Improving performance of the Undersecretary Avoid being “fired” Directors (Natural Allies) Junior Level Officers

  14. Thank you for listening

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